The Strategic Role of The HR Function in The Banking Sector PDF

The strategic role of the HR function in the banking sector of
Pakistan: Analysis of evidence and influencing factors
A thesis submitted to the University of Manchester for the degree of

Doctor of Philosophy
in the Faculty of Humanities
2013
NAUKHEZ SARWAR
MANCHESTER BUSINESS SCHOOL / PMO DIVISION
TABLE OF CONTENTS
Chapter 1: Introduction
1.0. Introduction
12
1.1. Objectives and rationale for the study
14
1.2. Organisation of the thesis
15
Chapter 2: Literature review

2.0. Introduction
17
2.1. Evolution of the HR function
18
2.1.1. Models and theoretical perspectives on HRM
23
2.2. Role of the HR function: typologies reviewed
28
2.2.1. Ambiguities, conflicts and tensions in the HR roles
33
2.2.2. Indicators and evidence of a strategic role of the HR function
35
2.2.2.1. Membership on the board of directors and management committees
38
2.2.2.2. Profile of the HR Head and support of the CEO
40
2.2.2.3. Nature of HR interventions
41
2.2.2.4. Alignment with organisational strategy and participation in strategy

formulation
42
2.3. Devolution and the strategic HR role
44
2.3.1. Devolution: A means for the strategic HR role
46
2.3.2. Devolution: Implications and issues for the HR-line relationship
47
2.3.3. The Distribution of HR Practices: Advantages and dis-advantages
50
2.4. Structure of the HR function
52
2.5. The skill-set of HR personnel
58
2.6. HRM in Pakistan, Asia and other developing countries
60
2.7. Conclusion
65
Chapter 3: Context of the Study: The banking sector in Pakistan

3.0. Introduction
70
3.1. Country business profile
70
3.2. Labour Market Conditions
76
3.3. The national and corporate culture as an indicator of the socio-cultural

conditions
79
3.4 The Banking Sector of Pakistan
81
2
3.5. The role of the State Bank of Pakistan during the privatization stage
85
3.6. Charter of Privatization in the banking sector
87
3.6.1 Effect of Privatization on the human resource management
89
3.7. Conclusion
93
Chapter 4: Research methods

4.0. Research background
96
4.1. Rationale for study and research questions
96
4.2. Research design strategy
98
4.3. Philosophical grounding of the research
100
4.4. Research approach: The case study method
102
4.5. Data Collection: The interview technique
107
4.5.1. Secondary data
115
4.6. Measures of qualitative research
116
4.7. Ethical concerns and limitations of the study
118
4.8. Data analysis
118
4.9. Description of the case-study banks
120
Chapter 5: The role of the HR Function

5.0. Introduction
126
5.1. Hierarchical position and attributes of the HR Head in the case-study banks
127
5.1.1. Hierarchal position of the HR Head and representation on the Board of

Directors and management committees
130
5.1.2 Profile of the HR Head and embedded institutional mechanisms
133
5.2 Initiatives undertaken and focus of the HR Function
139
5.2.1. Long-term / short-term initiatives
141
5.2.2. Proactive / reactive initiatives
142
5.2.3. Transformational / transactional activities
149
5.3. The HR Function and strategy formulation
154
5.3.1. Participation of the HR Function in the strategy formulation process
154
5.3.2. Alignment with the organisational strategy
160
5.4. Perceptions of HR and line managers related to the role orientation of the HR
function
167
5.5. Conclusion
171
Chapter 6: Devolution of HR practices to line managers: Outcomes

and challenges
6.0. Introduction
173
6.1. Distribution of HR practices between HR and line managers
175
6.1.1. Performance management systems
176
6.1.2. Training and development
182
6.1.3. Recruitment and selection
187
6.1.4. Compensation and benefits
192
6.1.5. Employee relations
195
6.2. Major challenges in the HR-line relationship affecting the extent of devolution199
6.2.1. Disdain of line managers for HR work
200
6.2.1.1. Contrasting and conflicting perceptions of the stakeholders
203
6.2.2. Workload and competing priorities of line managers
205
6.2.3. Lack of people management skills and inadequate training of line managers 207
6.2.4. HR policies and implementation
209
6.2.4.1. Challenges identified by line managers in the case-study banks
211
6.3. Conclusion
215
Chapter 7: Structure and skill-set of the HR function

7.0. Introduction
219
220
7.1.1. Drivers for changes in the structure of the HR function
220
7.1.2. Corporate HR
223
7.1.3. Specialisation: Clustering and segmentation as approaches adopted
226
7.2. The role of the Relationship Managers
235
7.3. Centralisation and decentralisation as an approach to structure the operations of

the HR function
243
7.4. HR staff to employee ratio
249
7.5. Skill-set of HR employees
255
7.5.1. Educational qualification
256
7.5.2. HR specific experience
259
7.5.3. HR specific training
262
7.5.4. Perceptions of line managers related to the skill-set of HR employees
263
7.6. Conclusion
270
4
Chapter 8: Discussion and conclusion

8.0. Introduction
274
8.1. Summary of key findings and the context of Pakistan
276
8.1.1. Influence of the context of Pakistan on the state of the HR function
277
8.2. The implications of organisational contingencies on the state of the HR function

and its role
281
8.3. The role of the HR function: indicators and evidence of presence
284
8.4. Devolution as a means for influencing the attainment of a strategic HR role
294
8.5. Structure of the HR function and skill-set of HR employees as influencers of a

strategic HR role
303
8.6. Implications for theory, methodology and future research
311
8.7. Conclusion
317
Bibliography
323
Appendices
356
Word Count: 114779
LIST OF TABLES AND FIGURES

Table 2.1: Evolution of the HR function over the last century
20
Table 2.2: The evolution and changing roles of the HR function
30
Table 2.3: Indicators / evidence of a strategic role of the HR Function
38
Table 3.1: Sector wise contribution to the GDP growth (%)
73
Table 3.2: FDI inflows in Pakistan ($ millions)
74
Table 3.3: Core inflation in Pakistan
76
Table 3.4: Employment trend in the civilian labour force (Million)
77
Table 3.5: Employment trend by industry (%)
77
Table 3.6: Literacy rate in Pakistan (%)
78
Table 3.7: Scholarships provided over the years
79
Table 3.8: Dynamics of the banking sector in Pakistan
85
Table 4.1: General comparison of the case-study banks
107
Table 4.2: Categorisation of Participants
110
Table 4.3: Details of interviews within each case-study bank
112
Table 5.1: Reporting line and background of the HR Head
129
Table 5.2: Initiatives and focus of the HR function
140
Table 5.3: Participation of HR Function in strategy formulation
155
Table 5.4: Degree of alignment of the HR Function with organisational strategy
162
Table 6.1: Degree of devolution in the practice of performance management
177
Table 6.2: Degree of devolution in the training and development practice
182
Table 6.3: Degree of devolution in the practice of recruitment and selection
187
Table 6.4: Degree of devolution in the compensation and benefits practice
192
Table 6.5: Degree of devolution in the practice of employee relations
195
Table 7.1 Structure of the HR function
221
Table 7.2 Clustering of HR activities in five case-study banks
229
Table 7.3 Relationship Managers in the five case-study banks
236
Table 7.4: Educational qualification of HR employees
257
Table 7.5: HR specific experience of the HR employees
259
LIST OF FIGURES
Figure 2.1: Theoretical framework
69
Figure 3.1: GDP growth rate of Pakistan (%)
72
Figure 3.2: Contribution of different sectors to the GDP of Pakistan (%)
72
Figure 3.3: Per capita income ($) of Pakistan
73
Figure 8.1: The Influence of organisational contingencies of the HR function
281
Figure 8.2: Factors that influence the HR role
288
University of Manchester
Degree: Doctor of Philosophy
Naukhez Sarwar
Title: The strategic role of the HR function in the banking sector of Pakistan:
Analysis of evidence and influencing factors
July 2013
Abstract
This thesis analyses empirical evidence of the state of the HR function and the presence of the
strategic role of the HR function in the banking sector of Pakistan. The focus of analysis is on
key components of the HR function that influence its role orientation, namely the patterns of
devolution of HR responsibilities, the structure of the HR function and the skill-set of HR
personnel. The extant literature on HRM and the role of the HR function is for the most part
contextualized within Anglo-Saxon countries and as a consequence insufficiently highlights
the idiosyncratic and embedded factors which influence the role and strategic direction of the
HR function in developing countries. Also, while the literature suggests that different
stakeholders are likely to report divergent views regarding the role of the HR function, few
studies provide a thorough examination of this issue. To address these gaps in the literature, a
qualitative case-study approach was adopted and interviews were conducted with 85 HR,
senior and line managers in eight case-study banks. The data analysis largely fails to identify
a significant presence of the strategic role of the HR function across the sample banks. It also
indicates a generally low level of devolution of HR activities to line management, which has
impeded the ability of HR managers to devote more time and resources to strategic initiatives.
Even where devolution has occurred, it has not enabled the HR function to enhance its
strategic contribution. The evidence also suggests that where organisations implemented
structural changes to their HR function ostensibly, to enhance the strategic orientation, this did
not result in meaningful outcomes and, moreover, the lack of requisite business acumen
among HR personnel appears to have impeded their strategic contribution. In the context of
Pakistan, these findings emerged because the HR function was in an early stage of
development, the strategic HR role required a skill-set which had just begun to emerge and the
underpinned reasons for changes in the structure were to attain better operational efficiency.
Further, in the domestic case-study banks, the function faced challenges of an out-dated skillset of incumbent employees and the ensuing legacy effects. These results suggest that in order
to study the presence of a strategic role orientation, a broader analytical framework is required
that both incorporates multiple elements within the HR function especially its structure,
extent of devolution of HR activities and skill-set of personnel and responds to the multiple
and conflicting perspectives of different stakeholders in a complex and fast-changing industry
environment.
8
Declaration
No portion of the work referred to in the thesis has been submitted in support of an
application for another degree or qualification of this or any other university or other
institute of learning.
Copyright Statement
i. The author of this thesis (including any appendices and/or schedules to this thesis)
owns certain copyright or related rights in it (the Copyright) and s/he has given The
University of Manchester certain rights to use such Copyright, including for
administrative purposes.
ii. Copies of this thesis, either in full or in extracts and whether in hard or electronic
copy, may be made only in accordance with the Copyright, Designs and Patents Act
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This page must form part of any such copies made.
iii. The ownership of certain Copyright, patents, designs, trademarks and other
intellectual property (the Intellectual Property) and any reproductions of copyright
works in the thesis, for example graphs and tables (Reproductions), which may be
described in this thesis, may not be owned by the author and may be owned by third
parties. Such Intellectual Property and Reproductions cannot and must not be made
available for use without the prior written permission of the owner(s) of the relevant
Intellectual Property and/or Reproductions.
iv. Further information on the conditions under which disclosure, publication and
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(see http://documents.manchester.ac.uk/DocuInfo.aspx?DocID=487), in any relevant
Thesis restriction declarations deposited in the University Library, The University
Librarys regulations (see http://www.manchester.ac.uk/library/aboutus/regulations)
and in The Universitys policy on Presentation of Theses.
Dedication
This thesis is dedicated to my mother for her countless prayers, to

my wife for her unflinching support and understanding and to my
children, Salaar, Eman and Shehryar for keeping me motivated
throughout these years.
10
Acknowledgement
I am grateful to Almightly Allah for His countless blessings and for the strength He
gave me to accomplish this overwhelming task. I would like to acknowledge the
complete encouragement and support of my advisor, Prof. Damian Grimshaw in the
accomplishment of this task.
His invaluable feedback and direction guided me
throughout these years and it was most instrumental in the completion of this thesis. I
would also like to express my gratitude for his patience, especially in ignoring the
delays at my end in meeting the submission deadlines to which I think I gave an
entirely new meaning. Sincere thanks are also due to Prof. Mick Marchington for his
knowledgeable feedback which was vital in developing a clear focus. I would also
like to thank Dr. Ashfaque H. Khan, for his instrumental role in facilitating access to
the case-study banks explored which would otherwise have been impossible. A final
note of thanks is also due to my employer (National University of Sciences and
Technology) for sponsoring my studies.
11
Chapter 1: Introduction
1.0. Introduction
A significant body of literature that has investigated the HR function in recent years
suggests that it is undergoing major changes that have resulted in the emergence of
new HR roles, including a strategic HR role (eg. Lengnick-Hall et al., 2009; Wright,
2008; Caldwell, 2008; Jamrog and Overholt, 2004). The role of the HR function is of
consequence as it indicates the contribution made by the HR department to the
organisation. In this connection, various studies emphasise that in recent times its
significance has been associated with the alignment of HRM policies and practices to
the overall strategic goals of the organisation (Truss 2008; Wright 2008; Dany et al.,
2008; McCracken and Heaton 2012). The presence of a strategic role is conceptualised
in various role typologies that distinguish between strategic and operational
components (Truss, 2009). However, the notion of, and empirical evidence for, a
strategic role of the HR function is widely contested. Because it is defined in a
diversity of ways in the literature (Brandl and Pohler, 2010), it is perhaps no surprise
that no single, unified set of dimensions is employed to examine its presence within
organisations. Also, because previous studies on the HR function generally examine a
limited number of indicators of what may be said to constitute a strategic HR role,
typically in isolation of the wider organisational context (Truss et al., 2002; Truss,
2008; Tamkin et al., 2006; Brandl and Pohler, 2010; Caldwell, 2003), there would
appear to be a need for further research that seeks to integrate multiple indicators of
the evidence of the presence (or otherwise) of a strategic HR role and extends the
analysis to a wider consideration of the organisational pressures for change,
identifying the possible enabling and hindering conditions.
As with many areas of research in human resource management, the significance of
country context is fundamental to the interpretation of HR role typologies (eg.
Lengnick-Hall et al., 2009; Warner, 2011). While several groundbreaking studies in
the Asian region exist, as Budhwar (2004) argues, these studies tend to have been
undertaken in the relatively advanced countries in the region, such as Singapore, Hong
Kong and Taiwan, leaving a great deal of unexplored territory in less developed,
emerging economy countries. An important motivation for this thesis was therefore
the aim to contribute to our knowledge of HRM in the country context of Pakistan,
12
with a specific focus on the HR function and its role in the banking sector. In its
research design, this PhD research project also sought to respond to a dearth of focus
in studies of the HR function on the divergent perspectives and interests held by
multiple stakeholders (Hope-Hailey et al., 2005); this methodological gap is addressed
in this research by incorporating the views of both HR and line managers.
Furthermore, the literature also highlights the influence of the variation in the level
and form of devolution of HR activities to line managers; devolution or lack thereof
can either facilitate or impede the function from performing a strategic role.
Devolution may be considered a strategy to improve the HR-line relationship given
the assumption that the transfer of operational work to line managers will provide
more opportunities for HR managers to perform the strategic role (Kulik and Perry,
2008; Brandl et al., 2009; Delmotte and Sels, 2008). Thus, devolution has been
debated at length in the HR literature, in relation to its positive contribution to improve
and develop a strategic HR-line relationship and hence a strategic focus of the HR
function (Kulik and Perry, 2008; Kulik and Bainbridge, 2006; Larsen and Brewster,
2003; Whittaker and Marchington, 2003; Cunningham and Hyman, 1999; Currie and
Procter, 2001). However, the traditional definition of devolution has been criticised
due to its generally limited scope, which does not include a broader examination of the
reallocation of HR activities across multiple dimensions of power that include decision
making, financial and expertise power (Cascon-Pereira et al., 2005).
Similar to devolution, the literature on the HR function also accords significance to the
influence of the HR structure and skill-set of HR employees on the role performed by
the function. According to Lawler III and Mohrman (2003), the importance of HR
structures lies in the fact that they are contributors to organisational profitability.
Thus, they posit that the HR function needs to be designed in such a way that it carries
out administrative as well as the strategic partner role. Also, Purcell (2003) states that
the HR function is being renewed and restructured in organisations in order to
gradually affirm a strategic role, indicating that the structural configuration can
influence the role orientation of the function. Further studies show that in order to
fulfil the vital and challenging responsibilities of the HR function, HR professionals
need to have the relevant strategic skills or core competencies that integrate business
strategy with people management practices (Inyang 2010; Ulrich and Brockbank
2005; Ramlall 2006). Thus, in an effort to draw a clearer understanding of the
13
complex yet inter-linked elements of the HR function that shape the role it performs,
this PhD research seeks to integrate evidence of the presence (or otherwise) of a
strategic HR role with evidence of the influencing factors in order to bridge this gap in
the existing literature.
1.1. Objectives and rationale for the study
The objective of this research is to study the state of the HR function in the banking
sector of Pakistan which fits the general description of an emerging economy. In
general, relative to the developed economies such as the USA and the UK, the HR
function can be characterised to be in the initial stages of its development in the
Pakistani banks investigated. More specifically, we aim to examine the role performed
by the HR function in the case-study banks in an attempt to identify the presence and
character of a strategic HR role. This involves the interrogation of how and why
certain factors like devolution, the HR structure and the skill-set of HR personnel can
influence the role performed by the HR function.
The rationale for this research is rooted in certain gaps that emerge from a review of
extant literature. One major gap relates to the need for an extensive study to explore
the HR function (Guest, 2011; Kraaijenbrink et al., 2010; Paauwe, 2009; Boswell,
2006) and to interpret the HR roles in the context of Pakistan. Research on the HR
function and its role is primarily conducted in the USA and European settings
(developed economies), despite its significance and far-reaching implications for
organisations in other regions of the world. To the best of our knowledge, the context
of Pakistan (a developing country) remains under-researched. The few studies on
HRM in Pakistan are restricted to broader HRM themes, such as the type of HR
practices employed in organisations (Khilji 1999a; 1999b; 2001) and the modes of
convergence or divergence among these practices (Khilji 2002), but none specifically
focuses on the HR function and its role. Hence, we examine this phenomenon in the
setting of Pakistan in order to contribute new knowledge to the literature on
international HRM.
The rationale for selecting the banking sector lies in the significant transformation it
underwent in Pakistan from the late 1990s till the first decade of the 21st century. This
transformation resulted in considerable changes within the HR function which
14
provides a strong rationale for this selection to conduct the study. Rapid growth of the
sector, fuelled by the entry of new banks post-deregulation and privatisation, increased
competition and these drivers compelled the banks to initiate major reforms. One
important element of the reforms initiative was the desire to revamp the HR
departments in the banks which led to changes in the structure, practices and activities
of the HR function. This background of a potentially radical, transformative change
led us to choose the banking sector as a subject of our inquiry. The intent was to
examine whether and if the HR function had adopted a new strategic role in the
dispensation of its activities and how its structure, skill-set and relationship with line
managers may have influenced its role.
1.2. Organisation of the thesis
This thesis is divided into eight chapters. Chapter one introduces the topic and its
significance, the rationale and the objectives of the research, and provides a
framework for the remainder of this research.
Chapter two presents an analytical
review of the literature that focuses on the main themes of this research which include
the status of the HR function and its role, devolution which underpins the HR-line
relationship, the HR structure, the HR skill-set and the literature on international
HRM. For this purpose, indicators which provide evidence of a strategic role are
reviewed.
In addition, the literature on devolution is examined to uncover the
contrasting perspectives of multiple stakeholders and to highlight the conflicts and

tensions which emerge in this relationship. Moreover, extant research on the structure
of the HR function and its skill-set is reviewed to identify the developments in the
structural configurations of the function and emerging requirements related to the
skill-set of HR employees.
Chapter three presents an overview of the context of Pakistan and the dynamics of the
banking sector; it highlights that there is limited research on HRM in Pakistan.
Chapter four outlines the philosophical grounding for this research and provides the
rationale for employing a qualitative, case study methodology to analyse the eight
case-study banks through the use of an in-depth interview technique. The next three
chapters, five, six and seven present the data and analyse the findings related to each
of the three major themes of our research. Since this research focuses on the HR
function from the perspective of its role orientation, we first study the nature of the
15
role performed by the HR function and then extend the study to include the influence
of the structure of the HR function for example, to understand how and why the role
has shaped into its current form. Chapter five examines the state of the HR function
and its role in the case-study banks; it highlights no significant presence of an HR
function dispensing a strategic role but reports evidence of a shift towards performing
somewhat of a strategic role.
Chapter 6 examines the contested and contrasted phenomenon of devolution and the
resultant divergent perspectives of HR and line managers; it also identifies the
challenges that beset the HR-line relationship. The findings indicate a low degree of
devolution of HR activities to line managers and emphasise that largely the decision
making aspect, not implementation, was devolved. Consequently, the HR managers
were unable to create time to undertake strategic initiatives. Chapter 7 examines the
structure of the HR function, the skill-set of the HR employees and the perception of
the line managers related to the skill-set of HR employees to explore their influence
(or lack thereof) on the role adopted by the HR function in the case-study banks
examined. The findings highlight that the HR function has restructured over a period
of time and in addition to the intent to contribute in strategic decision making, the
reduction of costs and improvement in service delivery to the line were the key
underlying considerations behind the structural changes. Further, evidence indicated
that the skill-set was generally, inadequate and primarily the business knowledge and
strategic orientation of HR employees was weak.
Finally, Chapter 8 presents a
discussion of the major findings of this research as they contribute to the existing
literature; it highlights the limitations and the ensuing implications of these findings
for future research and concludes the thesis.
16
Chapter 2: Literature review

2.0. Introduction
The primary aim of this research is to examine the current state of the HR function in
eight case-study banks, in Pakistan, with a focus on the nature of orientation of the
role performed, loosely described as strategic as opposed to operational. In addition,
our research aims to explore and understand the influence (if any), of other HR
elements, including the extent and nature of devolution, the HR structure and the skillset of HR employees, on the role adopted by the HR function. As such the objective
in this chapter is to provide a critical review, systemisation and analysis of the
literature that informs our understanding of the HR function, its role, and the
influencing factors that shape the role performed by the function.
The literature on HRM spans across several decades and explores disparate, themes
and issues.
According to Truss (2009), this literature, in the last 20 years has
generated much discussion on the role of the HR function because of its checkered
history. An underlying cause of the debates lies in the fact that the personnel function
has seldom acquired security, independence, stability, status or credibility among its
management peers (Legge, 1995; Torrington, 1998; Truss, 2008; Caldwell, 2003) and
has thus existed in a state of flux. Moreover, according to Morley et al., (2006), the
contemporary nature of the HR function is not particularly acknowledged, perhaps due
to constraints such as HR legacy systems, constant changes and questions on the
contribution or value addition. Additionally, in the South Asian countries and
especially Pakistan, research on HRM is quite thin, compared with that in the western
context. But, the research that exists highlights that organisations in the South Asian
countries are still in the initial stages of learning (participative HRM) from foreign
companies, while tending to maintain their respective national cultures and autocratic
traditions (Miah and Bird, 2007). Thus, by implication, a study of the HR function
with a focus on its role is a significant topic for research in the context of Pakistan.
This chapter establishes the foundation on which our inquiry and analysis will be
conducted and it is divided into seven sections. Section one charts the evolution and
scope of the modern HR function by exploring the changing and evolving nature of
17
the HR function. Section two reviews the typologies of HR roles that have been
developed over a period of time and assesses empirical research that highlights the
drivers for change in the HR role and the indicators which aid in identifying a strategic
HR role. This section thus informs our approach to the research question of whether
or not the HR function in the organisations studied, is performing what can be termed
as a strategic role.
Sections three, four and five, review the literature on devolution, the HR structure and
the HR skill-set to investigate how each elements influences the role adopted by the
HR function. This body of literature informs our analysis related to the question of
why and how these elements influence the role of the HR function (if at all). Section
six provides the essential contextual backdrop for this study by examining the limited
extant literature that is available on HRM, in the setting of Pakistan and other Asian
countries. Finally, section seven concludes this chapter, by summarising the key
issues from which our research questions are derived and identifying theoretical and
methodological gaps in the literature which provide a rationale for conducting this
research. This final section also presents a theoretical framework to define the key
components and boundaries of this research.
2.1. Evolution of the HR function

In this section, we review the literature on the development / evolution of the HR
function and the changes it has undergone through the centuries, as highlighted by
numerous researchers, including Jamrog and Overholt (2004) and Lengnick-Hall et al.,
(2009). This will provide a context for our study which seeks to explore the current
status of the HR function and more specifically its role in the case-study banks
examined in Pakistan.
The human resource management (HRM) function began to develop and replace the
practice of personnel management after World War II; it has its roots in the corporate
sector of North America, and is today deeply embedded in the fabric of management
theory and practice (Rowley and Warner, 2007). The development of the HR function
was encapsulated by Price (2004, p. 31) as follows:
HRM is an amalgam of description, prescription and logic deduction. It is a
philosophy of people management based on the belief that human resources
18
are uniquely important to sustained business success and is aimed at

recruiting capable, committed and flexible people, managing and rewarding
their performance and developing key competencies.
Regardless of the
rationale or the nature of its practice, HRM has become a common label for
various forms and functions of people management. However, and particularly
at practitioner level, relabeling does not necessarily mean that either the
approach or the content has changed.. The diverse interpretations of HRM
are apparent when we compare practices in different countries and
organisations.
HRM evolved in response to the need for maximizing the utilization of resources
(Guest, 2011; Sun and Pan, 2011; Khandekar and Sharma, 2005; Becker and Huselid,
1998; Pfeffer, 1998) and as a consequence of economic developments and
industrialisation (Jamrog and Overholt, 2004). The industrial revolution significantly
changed the working conditions and the social patterns of the time (Ivancevich and
Glueck, 1989) and led to job specialisation and division of labour (Cascio, 1992). In
1911, Fredrick W. Taylor capitalised on the concept of division of labour and his
scientific management movement emphasised the importance of accurate hiring,
training and incentivizing to improve employee productivity. Towards the end of the
19th century, most organisations began involving themselves in industrial welfare
activity (Eilbirt, 1959) which involved dealing with labour related issues by improving
social and work conditions through hiring welfare secretaries. These changes led to
the development of the first personnel department between 1900s and 1920s (Jamrog
and Overholt, 2004). Table 2.1 below, compiled from a review of literature traces the
evolution of the HR function during the last century.
Post World War I, due to the shortage of skilled labour, high turnover and strained
labour relations, businesses felt the need for a scientific personnel management
function that would support the firms finance, production and sales departments and
would manage employee relations and related problems (Purcell, 2003). Additionally,
post World War II, the role of human resources (HR) focused on employee relations
due to rising unionism, new laws on affirmative action and collective bargaining and
occupational safety (Jacoby and Saguchi, 2002; Walker, 1999). Thus, the personnel
19
function developed from a welfare activity in select factories to a core activity in all
organisations regardless of their size (Watson, 1977).
Table 2.1: Evolution of the HR function over the last century
Era
Industrial
Revolution
Areas of Activity / Focus

HR function focused on
Division of labour
Industrial productivity
Early 1900s
Industrial welfare programs
Scientific management
Personnel management
Post WW1
Increasing labour supply
Providing support to finance, production and sales
Managing employee relation
Post WW2
Collection bargaining and unionism
Affirmative action
Occupational safety
Becoming core activity instead of support
1950s 1970s
Moving from personnel management to human resource

management
Administrative and transactional activities
Supporting corporate objectives
1980s 2000s
Becoming proactive, integrated and business oriented
Changing orientation from operational to strategic
Creating competitive advantage
Horizontal and vertical fit
Source: Compiled by author, based on a review of literature.
Further, towards the latter half of the last century, personnel management evolved into
Human Resource Management (HRM) (Sparrow and Hiltrop, 1994), which may be
20
defined as the systematic approach towards managing a firms workforce,

encompassing an array of practices to organise, motivate and develop human capital.
HRM has also been defined as a formal system for the management of people within
the organisations which requires that transactional and administrative HR activities be
carried out effectively (Burack and Smith, 1982), in order to influence the
achievement of corporate objectives (Inyang, 2010).
Much research has been
dedicated to the debate of whether HRM as a function is strategic in nature. This

debate has discussed whether the function is strategic in itself (Kazmi and Ahmad,
2002), is made strategic by the intent of achieving strategic competitive advantage by
linking HRM practices to strategy (Huselid, 1995; Youndt et al., 1996; Delery and
Doty, 1996), or is subject to organisational commitment in terms of resources and
funding (Tichy et al., 1982).
Our study of models and perspectives in the following section illustrates their linkage
with firm performance. In the process of creating this linkage with performance, the
HR function begins to develop a focus that is essentially strategic in nature. The
literature presents a wide range of perspectives related to the direct linkage strategic
HRM practices have firm performance (e.g. Razouk, 2011; Wright & Boswell, 2002;
Delery and Shaw, 2001; Delery and Doty, 1996; Huselid & Becker, 1996; Huselid,
1995).
Further, research has established that strategic HRM practices affect
organisations across different levels, such as: the individual level (Guthrie et al., 2009;
Wright et al., 2003; Applebaum et al., 2000); the business unit level (Ngo et al., 2008;
MacDuffie, 1995); at the organisational level (Youndt and Snell, 2004; West et al.
2002); as well as the financial impact of such practices (Akhtar et al., 2008; Collins
and Smith, 2006; Huselid, 1995). Macky and Boxall (2008) have also examined the
relationship between HRM practices and employee attitudes with a focus on the role
of high performance work systems (HPWSs).
They posit that HR practices
complimentary to such systems produce an additive, positive relationship with the

employee work attitudes of job satisfaction, trust in management, psychological
identification with their organisations, and intention to remain employed with their
organisations.
A strategic HR function is defined diversely in literature (Pohlar, 2010). Wright and
McMahan (1992) and Lundy (1994) emphasise on elements of HR planning, Hendry
21
and Pettigrew (1990; 1992) stress on the role of organisational change management,
while Guest (1987), Lengnick-Hall and Lengnick-Hall (1990), Ulrich (1987), Boxall
(1999) and Brand and Bax (2002) highlight HR policies as a tool for business strategy.
A consensus among authors such as Guest (1987) and Schuler (1992) is that SHRM is
largely concerned with integration of HRM into the business strategy and the
adaptation of HRM at all levels of the organisation. Boxall (1996) explains that
strategic HRM is the interface between HRM and strategic management.
Additionally, our review of literature highlighted some drivers which led to changes in
the HR function and HR practices; the drivers included the need for efficiency, global
service provision, information exchange, core business processes and localization of
decision-making (Brewster et al., 2005). In addition, three enablers of HR
affordability, central HR philosophy and HR excellence and knowledge transfer were
also identified that were also found to place new expectations and pressures on HRM
practitioners. Lundy (1994) also highlighted that in response to globalization and
pressures for competitiveness, the management of human resources transitioned from
routine personnel management towards an integrated functional practice of HRM, with
a strategic process, starting with the chief executives and line managers.
Thus, through this evolution of the HR function emerged the notion of HRs strategic
role orientation, shaped by the very development of the function itself.
This
orientation has been best characterized by the transition HRM has seen from its
administrative beginnings, towards a focus on company operations and finally towards
being an essential element of corporate strategy. The focus of this evolution has
invariably been linked with a firms performance as well.
Further, as companies continue to expand globally, HRM practices have adopted a

global context, with evidence of growing research in international settings (Harzing
and Pinnington, 2011; Sparrow, 2009; Schuler and Jackson, 2005; Briscoe and
Schuler, 2004). A study on how these changes manifested among Japanese and South
Asian countries showed that the latter are in the initial stages of learning (participative
HRM) from foreign companies, while tending to maintain their respective national
cultures and autocratic traditions (Miah and Bird, 2007). Thus, with the growing use
of HRM across the globe, it is important to bear in mind that little can be generalized
22
in the context of HRMs application. Research has revealed cultural differences in

seemingly similar cultural clusters. Egri et al. (2011), demonstrated how managers
and professionals in the Anglo cluster of Australia, Canada, New Zealand, South
Africa, United Kingdom and United States varied across dimensions such as openness
to change, conservation, self-enhancement and self-transcendence. The study
demonstrated how multilevel analyses are required to fully capture the essence of
value differences even among countries perceived to be widely similar. Also, Warner
(2011) showcased that HRM needed to have adequate underpinnings of the social
reality it existed in, in order to be successful.
According to Ferris et al. (1995), with an increase in globally operated companies,

issues like managing a diversified workforce, recognition of human resources as a
competitive advantage and widespread restructuring and downsizing emerged which
increased the importance of the strategic role of the HR Function in the late 1970s. As
early as the early 1980s, Prewitt (1982) and Mahoney and Deckop (1986), reported
that the perception of the function began to transition from being passive, reactive, risk
averse and not business-oriented to being proactive, with an integrated view. Wei
(2006) highlights that the HR function realised how pivotal it was to reposition itself
within organisations, to achieve corporate goals and to become a source of competitive
advantage. The result was an enhanced role for the HR function, with a widening
scope, leading to the emergence of a strategic HR role. The strategic HR function
supports the inclusion of HRs input in strategy formulation and implementation and
considers that HR needs to have a long-term view of the HR policy. Further, this role
advocates a vertical link with the strategic management process of the organisation
(Lengnick-Hall and Lengnick-Hall, 1988), a horizontal link between the various HR
practices (Wright and Snell, 1991; Wright and McMahan, 1992), and an external link
with other organisational and environmental factors (Baird and Meshoulam, 1988,
Jackson and Schuler, 1995). The preceding discussion highlights that HRM can be
studied, explored and examined from multiple perspectives and with the use of
different models and theoretical approaches.
2.1.1. Models and theoretical perspectives on HRM

In this section we review the literature related to the various models and theoretical
perspectives on HRM, to reflect on the different approaches that can be adopted in
23
studies of HRM. Our review highlighted that there is no all-encompassing model that
may be applied. For example, a study elaborating on the Asia-Pacific HRM model
emphasised that while HRM and industrial relations (IR) systems in the region largely
seemed heterogeneous, they possessed both commonalities and diversity.
In
particular, (Warner, 2000) described how the model adopted common measures in
response to broader economic trends such as globalization (soft convergence), while
also tailoring the model to fit customized needs (soft divergence). Indeed, studies into
the way HRM is applied in a borderless economy have been vigilant of the trend of
convergence / best practice / universalism, finding it too naive to encapsulate HRMs
reality (Rowley, 1997).
Thus, with the development of HRM came the development of hard and soft
conceptualisations of the practice; the former viewing people as quantitative economic
factors whose expense must be controlled (Legge, 1995) and the latter viewing people
in human terms, focusing on development and satisfaction. Truss (1999) posits that
soft and hard models of HRM are diametrically opposed along a number of
dimensions, Armstrong (2000) states that the two concepts cannot be distinguished in
precise terms and Ster and Koster (2007) concurs that the concepts are plagued with
inconsistencies and ambiguities.
According to Kandula (2003), from these concepts emerged specific models for HRM,
prominent among these were the Harvard model (Beer, 1985) representing the soft
version and the Michigan model (Tichy et al., 1982; Fombrun et al., 1984)
representing the hard version.
Hendry and Pettigrew (1990) noted that both the
concepts have been debated extensively in the British context which is evidenced in
the model of HRM formulated by Guest (1987). He drew on both the hard and soft
dimensions in his model on HRM; strategic integration is referenced to the hard model
and commitment is associated with the soft HRM model. However, according to
Truss et al., (1999), the problem with incorporating both interpretations is that each
rests on a different set of underlying assumptions and both are found in organisations.
This implies that factors such as internal and external contexts shape the mix (Ibid.,
1999).
24
In addition, the field of SHRM has increasingly exhibited the use of sophisticated
methodological and theoretical practices. The complexity of the field emerges from
triple issues of contentious terminology, a variety in the theoretical approaches and the
differing units of analysis. This ambiguity has been addressed by delineating the
research on HRM in distinct ontological traditions or theoretical perspectives. The
following section reports these perspectives on HRM in order to combine and
crystallize varied points of view.
An extensive review of literature leads us to believe that a significant part of the HRM
literature is based on five leading perspectives or approaches. We identified the
universalistic perspective, the contingency perspective, the resource based view and
the configurational and contextual approach. Martin-Alcazar et al. (2005), highlight
that each of these modes of theorizing represents different approaches to the same
research question as each emphasises a specific dimension of the reality of HRM.
These perspectives are helpful in understanding the strategic nature of HRM, how the
function has developed to reach the position where it is today. Also, they provide a
rich explanation to the phenomenon of HRM, building a contextualized and
multifaceted picture of the link between HRM and organisational performance.
The simplest approach to studies on human resource management is the universalistic

perspective, often termed the best practices approach. The basic assumption of this
perspective is that a linear relationship exists between the variables which can be
applied to the entire population (Delery and Doty, 1996). The approach posits that a
set of best practices in human resources can be identified which have the ability to
improve organisational performance and are generalizable (Becker and Gerhart, 1996;
Armstrong, 2009).
However, critics contend that every industry has its own
management practices which form the core competencies on which they compete and
thus, universal best practices cannot be generalized for all organisations. Another
criticism is the fact that no consideration has been given to the cost a firm must bear in
order to adopt a set of best practices (Marchington and Grugulis, 2000).
It is
important to note that little certainty exists regarding the HR practices which are more
important or vital for a firms success than others, as well as under which
circumstances they are most potent (Patterson et al., 2007). Authors have varied in the
outcomes of their research regarding best practices for HRM (Hesketh and Fleetwood,
25
2006; Chang and Huang, 2005; Guest et al., 2004; Wright et al., 2001; Marchington
and Grugulis, 2000).
Moving from the simplistic universalistic approach, researchers expanded on the

internal relationship between HR policies and practices and suggested certain
configurational characteristics which can impact organisational performance. The
configurational perspective emphasises these characteristics, internal to the HRM
function (Martin-Alcazar et al., 2005), also known as bundling.
The approach
involves combining different HR practices into configurations (MacDuffie, 1995).

Further, Huselid (1995) investigated the link between high performance HR practices
and organisational performance and reported that organisational structure and skills as
well as employee motivation can be configured to achieve higher productivity and
financial performance. Researchers like Marchington and Grugulis (2000) have
criticized the configurational approach because it is highlighted that some best
practices may contradict and undermine other practices and research shows little
inclination by organisations to adopt consistent bundles of practices (Truss et al.,
1997).
Further, the link between HRM and business strategy is best explained by the
contingency perspective or best fit approach which states that HR policies must be
consistent with other aspects of a companys business realities to be effective (Delery
and Doty 1996). The three primary contingent aspects / factors include organisation
strategy, organisational variables and environmental factors. Here, organisational
strategy entails the fit of HR practices with the overall business strategy (Fombrun et
al.1984) and organisational variables include, size, technology, structure (Jackson et
al., 1989; Jackson and Schuler, 1995) and internal political relationships (Pfeffer and
Langdon, 1988; Balkin and Bannister, 1993). The environmental factors include the
external factors such as competitive and technological landscape and economic and
labour market situation.
The contingency approach is criticized for the lack of
prescription, rendering it ineffective to practitioners and the concept of fit itself is

rigid and inflexible and does not establish a clear link with organisational performance
(Lengnick-Hall and Lengnick-Hall, 1990).
Further, it is not clear as to which
contextual aspects are most crucial for, or relevant to the HR function with (Boxall
and Purcell, 2008; Marchington and Wilkinson, 2008).
26
Moreover, the contextual perspective argues that HRM influences and is influenced
by, both the external operating environment of the firm, as well as the internal
organisational context in which managerial decisions are made (Brewster, 1999). This
perspective integrates the HR function with the macro-social environment or suprasystem in which it interacts and focuses on the nature of the human resources, level of
analysis and the actors employed in this organisational function. Strategic HRM has
gained popularity with regards to the link between HRM and organisational
performance (Paauwe, 2009; Delery and Doty, 1996; Guest, 1997; Boselie et al.,
2001); this is the cornerstone of the Resource Based View (RBV). The RBV approach
states that the resources of the firm, including human resources, develop a unique
character of that firm, thus creating a competitive advantage (Armstrong, 2009; Delery
and Shaw, 2001). Ibid., (2001) add that HRM practices have the most direct influence
on the human capital of a firm, and that the complex nature of the HRM systems /
practice can enhance the inimitability of the system.
However, in order for a firms resource to become a sustainable competitive
advantage, it must be valuable, rare, imperfectly imitable and non-substitutable. As
resources and capabilities are of primary concern in strategy formulation and a major
source of the firms profitability, the key to strategy formulation lies in understanding
the link between resources, capabilities, competitive advantage and profitability.
Nevertheless, the applicability of RBV has been criticized on many accounts. Boxall
and Purcell (2008) claim that despite the approachs claim, the value of resources is
determined by external and not internal factors, arguing that the competitive advantage
of human resources is determined by changes in the environment and not on the
directions of internal management. Priem and Butler (2001) have noted that RBV is
unable to address matters of causal ambiguity. In addition, the precise nature of
resources that lead to competitive advantage cannot be recognized and configured,
making it difficult to test empirically. The discourse above highlights the complexity
in studies of HRM and indicates that a holistic framework needs to be adopted in
research on HRM. In this research, we adopt a framework that will integrate some of
the disparate factors, in an attempt to develop a richer understanding of role of the HR
function and the influencers which provide answers as to why and how the role was
shaped. In the following section, we critically examine the notion of the role of the
HR function.
27
2.2. Role of the HR function: typologies reviewed

Our research aims to explore the state of the HR function and whether it performs a
strategic role or otherwise, in the case-study banks examined in Pakistan. In order to
arrive at a conclusive understanding that transcends the trappings of prescriptive
idealism, we review the various roles performed (through the role typologies) by the
HR function. This will aid us in identifying the influence of the stages of development
of the HR function, on its role. The central theme of the debate on role typologies in
our research revolves around uncovering the different roles an HR function can enact
and what type of activities and focus of the HR function indicates the presence of a
particular role.
One of the most noteworthy developments to have influenced the role of the HR
function in recent times is the notion that people management policies and practices
employed by an organisation should be linked to the overall strategic goals of the
organisation (Truss, 2008; Wright, 2008; Dany et al., 2008). A similar conclusion was
drawn by McCracken and Heaton (2012) who studied a single organisation in the
energy sector that had restructured itself along the Human Resource Business Partner
model. Additionally, prescriptive research has pointed to the necessity of the HR
department to enhance its strategic contribution by becoming a strategic partner
(Ulrich, 1997) and this strategic role is considered more desirable when compared to
traditional administrative HR roles in empirical research as well (Truss et al., 2002).
Thus, many recent studies have attempted to investigate the role HR plays within an
organization (e.g. McCracken & Heaton, 2010; Lengnick-Hall et al., 2009; Wright,
2008; Caldwell, 2008, 2001)
Ulrich and Brockbank (2005) define a role as the work that must be done, yielding
identity to its performer, in terms of value added to the organisation. Various role
typologies have emerged in the last two decades and while earlier typologies were
simplistic and focused on tasks performed, the more recent ones acknowledge the
significance of context in the interpretation of these role typologies (Lengnick-Hall et
al., 2009).
This study explored the development of strategic human resource
management, tracing it over the course of 30 years of the development of the function
to arrive at its current state (as of publication date). The findings of this study were
28
based on the studies conducted on HRM and related fields over the last 30 years (as of
publication date).
Further, during the course of the last two decades, a wide range of scholars (Legge,
1995; Ulrich, 1997; Beer, 1997; Lawler and Mohrman, 2003; Teo, 2002; Zhu et al.,
2012; Ulrich and Brockbank, 2005) have suggested that the role of HR function
should be upgraded in response to growing competitive pressures (Bowen et al.,
2002). This envisioned ramping-up is in line with the view that the HR function will
move away from daily operational work, ergo having more time to make a strategic
contribution to an organization (Truss, 2008; Teo and Crawford, 2005; Caldwell,
2003; Torrington, 1998; Schuler, 1992). In the same vein however, authors also
caution against the dangers of eroding traditional HRM operational roles in the wake
of greater focus of strategy (Teo and Crawford, 2005; Torrington et al., 2005; Kessler,
1995). Torrington et al. (2005) capture the essence of this point by suggesting there is
a risk of HR professionals to retreat to the strategic bunker to think great thoughts and
discuss the shape of the world with like-minded people consuming endless cups of
coffee.
Broadly speaking, the role typologies differentiate between the functions operational
and strategic roles (Truss, 2009), where the traditional, administrative role is
considered routine and reactive with a focus on implementation of HR policies
(Ulrich, 1998; Truss et al., 2002; Marchington and Wilkinson, 2005). Caldwell (2001)
and Boxall and Purcell (2003) extend the administrative role to include employee
welfare activities. Conversely, the strategic role is defined as having a focus on longterm implications of activities such as integrated HR strategies, involvement in
strategic decision making and management of organisational change. It is defined
diversely in literature by the hierarchical position of the HR department (Truss et al.,
1997), the participation of the senior HR managers in the strategy planning process
(Golden and Ramanujam, 1985), the discussion of strategic HR matters at a senior
level (Storey, 1992) and the proactive approach of the function.
The role of personnel professionals has undergone major changes over a period of
time to finally take its current shape (Jamrog and Overholt, 2004); the evolutionary
process of the HR roles is apparent from table 2.2 below.
29
Table 2.2: The evolution and changing roles of the HR function

Author(s)
Operational Roles
Legge (1978)
Tyson and Fell (1986)
Storey (1992)
Ulrich (1997)
Caldwell (2001)
Conformist Innovator
Problem Solver
Clerk of Works
Contracts Manager
Strategic Roles
Deviant Innovator
Architect
Regulators
Advisors
Handmaidens
Change Makers
Administrative Expert
Change Agent
Employee Champion
Strategic Partner
Adaptor
Synergist
Consultant
Champion
Source: Truss et al., 2012, (page 68)
Legge (1978) presented one of the first analyses in this regard by distinguishing
between two roles, that of the conformist innovator and the deviant innovator. The
former attempts to adjust their means to achieve the organisations end (Armstrong,
2009) and endeavours to relate work with the organisations dominant values to satisfy
the senior management (Marchington and Wilkinson, 2005). The latter attempts to
change the means / end relationship (Armstrong, 2009) through a different set of
values and gains credibility and support for the ideas driven by social values rather
than strict economic criteria (Ibid., 2005).
Tyson and Fell (1986) posited another analysis of HR roles by identifying three roles
in their typology, using a construction management metaphor (Truss et al., 2002);
differentiating between roles on a one-dimensional scale of least to most strategic on
the basis of level of discretion, long term focus and integration between business and
HR strategy. They proposed the roles of clerks of work, contracts manager and
architect.
The clerks of work being an administrative role focused on work of
transactional nature such as employment and day-to-day administration, the contracts

manager performed the industrial relation maintenance role while the architect was the
most strategic because of its business orientation and strategic awareness in the design
of the employment relationships.
30
However, the most frequently quoted typology is that of Storey (1992), which was
presented at the cusp of the functions transition from personnel management to HRM.
This typology had empirical foundations, was prescriptive in nature, and differentiated
between roles on a two-dimensional scale; intervention vs. non-intervention and
strategy vs. tactics. The four roles identified were advisor, handmaiden, regulator and
changemaker (Caldwell, 2003; Armstrong, 2009). The advisors were engaged in a
facilitating role and acted as internal consultants to line managers by providing
expertise and advice; the handmaiden (also called Service Providers) was a
tactical/non-interventionary that provided services to the line managers on demand.
The regulators were interventionists who were involved in the tactical task of
formulating and monitoring employee rules and they were deemed managers of
discontent. Lastly, the changemaker role was strategic and interventionist in nature
and focused on business realities, employee commitment and motivation. Though
important, Storeys roles were seen as generic (Caldwell, 2003), being too simple to
capture the true experiences of an organisation (Wilkinson and Marchington, 1994)
and the complicated nature of the HR roles.
Further, in 1997, Ulrich presented his HR role typology based on work in leading US
organisations; he proposed that in order to create and deliver value, HR professionals
have to perform four roles simultaneously, that include the employee champion,
administrative expert, change agent and strategic partner. Ulrich defined the roles on
two axes - strategy vs. operations and processes vs. people. The strategic partner is
responsible to align HR strategy with the business strategy, identify HR priorities and
meeting customer needs.
The administrative expert is responsible for increasing
operational efficiency by reengineering the HR function and work processes and an

employee champion is concerned with the day-to-day employee needs to maximize
employee commitment and competence (Torrington et al., 2008; Ulrich, 1997;
Caldwell, 2003).
Additionally, the change agent role closely resembles Storeys
changemaker, and involves transformational work and cultural change.
According to the three researchers, HR effectiveness can be achieved only when

business needs are fulfilled; thus, HR must deliver both administrative and strategic
roles as involvement at the strategic level is possible only if HR has achieved
operational excellence. Also, according to Boxall and Purcell, (2008), Colakoglu et
31
al., (2006) and Hope-Hailey et al., (2005), despite the fact that Ulrichs (1997) role
typology takes into account the multiplicity and complexity of the HR roles and
highlights the paradox of combining different roles, it does not consider the diverging
perspectives and /or interests of the multiple stakeholders. In recent years this
typology has been re-imagined by Ulrich and Brockbank (2005) to centre on an HR
leader, characterized by the roles of Human Capital Developer, Strategic Partner
(overlap of both Strategic Partner and Change Agent), Employee Advocate and
Functional Expert.
The imaginings of role typologies have not been without critique. While the notion of
the HR function playing the role of a valued business partner (Ulrich 1998) has
generated much interest (Pritchard, 2010; Brown et al., 2004), it has also drawn a great
deal of critique (Sparrow et al., 2010; Francis & Keegan, 2006). Marchington and
Wilkinson (2008) have note, the idealism of prescriptive literature, among which
Ulrichs (1997) work is paramount, has been in circulation long enough to allow for
more independent evaluation of whether or not they improve the HR contribution and
have the power or the influence to have a major impact on business performance.
Hird et al. (2010) found the implementation of Ulrichs prescribed HR delivery model
to be only partially successful. Their study found that the causes for this ranged from
implementing off-the-shelf HR structures (with no plan in place for its use);
fragmentation of such structures (by not considering boundaries between the models
components); little development of new skills-sets required to run the model; no
consideration given to the skill-set and understanding of line management in the
process; and finally, no consideration to the gap created when human resource
business partners (HRBPs) transition to executive work, with centres of expertise
(COE) moving to advisory work. Hird et al. (2010) have further suggested that while
Ulrichs work is influential to the HR profession, attributing each and every recent
development in the field to Ulrich would be erroneous and Caldwell (2003) suggests
that Ulrichs prescriptive vision may promise more than HR professionals can ever
really deliver.
Another criticism of prescriptive literature has been the notion of HR becoming too
strategic to the detriment of actual employee-related matters. Francis and Keegan
(2006) have noted this shrinking of the employee champion role, as HR professionals
32
are encouraged to aspire for the role of strategic or business partner. They note that
this trend is not always welcomed by the individuals concerned, suggesting that HR
practitioners have lost contact with more humane aspects of their work. Keegan and
Francis (2010) have further refined this thought with a discussion on the discursive
dominance of HR business partnership. They argue that organisational pressures (cost
reduction, greater competition and higher degrees of alignment with business strategy)
have caused HR professionals to lose touch with employees. In this respect, HRs role
has been described as an inherently conflictual one (Hope Hailey, 2005; Francis and
Keegan, 2006), where HR simultaneously attempts to serve both management and
employees, potentially resulting in deteriorated interaction between employees and
HR as practitioners.
A review of the related literature above highlights the presence of multiple roles that
may be expected of the HR function and points to the varying perspectives introduced
by different researchers.
This in our view, and more pertinently pointed out in
literature, creates significant tensions and ambiguities for both HR departments and
practitioners who are attempting to enact or dispense these roles.
2.2.1. Ambiguities, conflicts and tensions in the HR roles

Research has acknowledged the ongoing tensions and ambiguities emanating from the
multiple roles expected from the HR function while dealing with competing
expectations from different stakeholders. These demands range from the rights of
employees to the expectations of employers and to the set of professional norms
expected of the function (Truss, 2008; Caldwell, 2003; Legge, 1995; Barnett et al.,
1996). This section elaborates on the phenomenon of role ambiguity and tension
faced by the HR function.
According to Morley et al., (2006), the contemporary nature of the HR function is not
particularly acknowledged, perhaps due to constraints such as HR legacy systems, the
function being harried by change and being questioned over its contribution in a
challenging business environment. Further, Ulrich and Brockbank (2005), highlight
the use of different terms to describe an HR professional, for example, coach, enabler,
advocate, change agent, initiative leader, employee champion and business partner, to
name a few.
Moreover, the exhortations of integrating HR strategy with

33
organisational strategy have exposed HR professionals to a new set of roles,

challenges and expectations (Caldwell, 2003) which have enhanced the role,
complexity and potential contribution of the department.
According to Hope-Hailey et al., (1997), these ambiguities combined with the

relatively low status held by HR professionals in organisations have resulted in HR
assuming a chameleon-like appearance; the function must then address the contextual
factors that dictate different HR function roles and HR practices. Caldwell (2003) that
this is probably because the HR function keeps reinventing its roles in an effort to
meet the changing demands which has influenced the professional self image of the
function. The consistent struggle undertaken by the HR department to eliminate
concerns of powerlessness or marginality in the management decision-making
processes and to gain acceptance as key organisational players (Legge, 1978; Guest
and King, 2004), tends to promote its business-driven, long-term strategic roles, by
default.
As a consequence, both exigencies of role change for the personnel
professionals as an occupational status group and disregard for the HRM operational
activities, particularly people management concerns, have created issues of legitimacy
for the function (Kochan, 2004; 2007). This has resulted in the function being in a
state of constant crisis of confidence (Torrington, 1998; Legge, 1978) and the
development of a focus on the achievement of business-related outcomes, ahead of
employee concerns (Peccei, 2004; Kochan, 2007; Legge, 2005; Thompson, 2003).
Moreover, Truss (2008) and Caldwell (2003) pointed that some of the challenges
confronting the HR function included the issue of powerlessness in decision making
processes at the strategic level, an inability of HR to maintain or defend the boundaries
of their specialist expertise, the lack of clarity in the business outcomes and
contribution and tensions in sustaining mutability of the function, in the face of
opposing interests of the management and employees.
Further, he indicates the
existence of convoluted overlaps between new and old role types, with no clarity on
the limits of role change, while also noting how the volatile process of role change
itself is downplayed. In addition, typologies such as Storeys posit self-contained
roles, leaving practitioners to decide a major or minor role. These must be considered
even more carefully given the context of greater organisational complexity and the
impact these complexities have had on role changes themselves.
34
Also, Francis and Keegan (2006) and Martin (2005) posit that HRM is moving away
from routine administration towards business partnership which is the prescribed
direction given by Ulrich (1997).
However, they highlight that this can lead to
extreme alienation of employees from both HRM and management, which has
implications for employee well-being. Thus, as posited by Peccei (2004), a strong
emphasis on the strategic business partner role has downplayed the importance of the
employee champion role, with the former representing a one-sided focus on
organisational outcomes at the expense of the employees (Grant and Shields, 2002).
Hence, our review of literature leads us to agree with Caldwell (2003) who notes that,
personnel roles and the process of role change are much more complex than either
existing empirical research or prescriptive models suggest.
This is because the
literature debates not only the range of roles performed by the HR function, but also
disputes over the multiplicity or simultaneousness of these roles. We may deduce then
that, the HR roles have grown and evolved into a wider set of responsibilities, lending
to greater confusion on the part of practitioners regarding the actual role expected of
them.
Our review reveals that the context and agency of the HR function are
important considerations in determining the tensions faced by the function. To

conclude, as Tamkin et al. (2006) have noted, academic debates in the HRM spectrum
have an unhelpful tradition of navel-gazing and worrying about its place in the
firmament. Therefore, we should perhaps expect a degree of ambiguity and
uncertainty in the HR functions role in light of its ongoing development (Truss et al.,
2012).
2.2.2. Indicators and evidence of a strategic role of the HR function

Having reviewed the various roles that may be performed by the HR function, in this
section, we review the literature on evidence of a strategic role because our study
attempts to narrow the methodological gaps that exist in literature regarding the
approach to study the HR function and its strategic role, in a holistic manner. We
propose the gap to be covered by integrating and synthesizing various indicators of a
strategic role which have been discussed extensively, but quite independently in extant
literature. In other words, we will attempt to study these indicators in a holistic
manner, in an applied context, to yield a complete perspective.
35
Prior to analysing the literature on the indicators of a strategic HR role, we define the
strategic role as it has been defined by Truss (2008) and operationalised in this
research.
Truss (2008) perhaps best approached the question of what evidence
constitutes the presence of a strategic HR role and the responsibilities that are
associated with an operational role in a study conducted in the UK public sector. They
found that new and more strategic roles of the HR function have yet to replace the
traditional approaches to the function, but they have instead been grafted onto the
existing structure, giving rise to hybrid variations of the function. The strategic HR
role focuses on activities that will have long-term implications, such as the
development of integrated HR strategies, involvement in organisational strategic
decision-making, and managing organisational change. The operational or
administrative role of HR is regarded as routine, reactive and tactical, with tasks
related to the implementation of HR policies, and employee facing roles. The evidence
of such as role would include a focus on processing paperwork, providing information
in response to requests, lack of involvement in key groups and lack of HR strategy,
especially one linked in with organisational needs.
Additionally, prescriptive literature (Ulrich and Beatty 2001; Ulrich, 1997; Ulrich and
Brockbank, 2005) largely converges on a shared understanding that a shift to the
strategic role is desirable, if not essential, for the HR function. However, empirical
literature (Caldwell, 2003; Truss et al., 2002; Guest and King, 2004; Tamkin et al.,
2008) finds that the role actually enacted by the HR function in most cases is reactive
and administrative. Our purpose here is not to classify or pass judgment on the HR
functions dispensation of either an administrative or strategic role, rather we simply
endeavour to outline the ground reality as it stands. That said, Truss et al. (2012)
citing other researchers state that most recent research has suggested that HR has not
become more strategic, with administrative work continuing to dominate the agenda of
HR functions (Marchington and Wilkinson, 2008; Tamkin et al., 2008; Guest and
King, 2004; Caldwell, 2003). Further, a consensus developed among researchers is
that a strategic HR function entails the involvement of the function in the development
of both the organisational strategy and the HRM strategy (Boxall and Purcell, 2003;
Kelly and Gennard, 2007).
36
Indicators for studying the presence of a strategic role identified by Truss (2008)
include the involvement of HR directors in key decision-making groups, structuring of
the HR department with the explicit aim of partnering with line managers,
involvement of mid-level HR managers in strategizing at the business unit level and
efforts to develop long-term and organisationally integrated HR strategies and
policies.
Table 2.3 presents an overview of the evidence or indicators of HRs
strategic role, as highlighted by various authors which are explained in the following
paragraphs. Other indicators of the presence of a strategic role include the direct
reporting channel to the CEO (Budhwar, 2000; Lawler, 1995; Golden and
Ramanujam, 1985) and the CEOs support for the HR department, enabling it to
perform a more strategic role (Truss, 2009; Brandl and Pohler, 2010; Mullins, 2005).
The findings of Brandl and Pohlar (2010) are based on a qualitative study regarding
the perception of five CEOs in Austria that attempted to evaluate the concerns of
CEOs related to their HR function and the conditions that affect its strategic role.
Further, advocates of the contingency perspective argue that the HR function is

constrained by the context it operates in, which affects the range of options it may
avail (Bach and Della Rocca, 2000; Kessler et al., 2000) and Barnett et al. (1996)
suggest that the local shaping factors (cultural norms for example) also influence the
adoption of a strategic HR role. Also, according to Harris (2002) and Guest and King
(2004), organisational factors like commonly-held beliefs and the dominant logic
related to allocation of resources can impede or facilitate the strategic contribution.
Moreover, Guest and King (2004) and CIPD (2006; 2007) point to the competence or
calibre of the HR employees as a major factor in the functions strategic contribution,
suggesting that lack thereof can be an impediment in the adoption of a strategic HR
role.
37
Table 2.3: Indicators / evidence of a strategic role of the HR Function

Evidence / Indicator of Strategic Role
Author(s)
Strong interpersonal skills of the HR head
Stiles (2001); Budhwar (2000)
Political influence of the HR head with top and line
Sheehan (2003); Storey (2001)
management
Informal network of the HR head with the CEO
Sparrow and Marchington (1998)
Broad industry career background of HR managers
Beer (1997); Ulrich (1997); Truss (2008)
Personality of the HR head
Hall and Torrington (1998)
HR-Line relationship
Truss et. al. (2002)
Competence / skill-set of HR function
Truss (2009); Guest and King (2004)
Focus on transformational activities
Lepak et. al. (2005); Ulrich (1996)
Proactive approach of HR function
Ulrich (1997); Tyson (1995)
Strategic competencies of HR function
Dyer (1999)
Role of business partner / change agent
Ulrich (1997); Brockbank (1999)
Integrative linkage between HR strategy and business
Buyens and Ans De Vos (2001); Azmi (2011);
strategy
Collings an Wood (2009); Golden and

Ramanujam (1985)
Direct reporting channel with CEO
Budhwar (2001); Lawler (1995)
Presence of HR head in management committees
Kelly and Gennard (2007)
Support of senior management
Budhwar (2000)
Presence of HR head in BOD
Torrington et. al. (2008); Hope-Hailey et. al.

(1997)
Organisational culture
Sheehan (2003)
Source: Compiled by author after a review of related literature
2.2.2.1. Membership on the board of directors and management committees

According to Truss et al., (2002), the HR departments role is a function of the
expectations and perceptions of the senior executives, line managers and the other
organisational actors. This finding is based on a study that investigated the strategic
role that HR directors are exhorted to play in their organisations, by comparing and
contrasting interview data from two contrasting organisations over a period of seven
years. Further, Torrington et al., (2008) and Stiles (2001) highlight that building a
relationship with the CEO is important for seeking an appointment to the board of
directors and management committees and Sheehan (2003) and Budhwar (2000) state
that this relationship can be instrumental in attaining the support required for
38
implementing changes. According to Budhwar (2000), HRM will fail to be a part of

the strategic decision making process without the support of the CEO; this plays a
major role in the integration of HR with the strategic initiatives of the organisation.
Additionally, Truss et al. (2002), state that a shared meaning of HR integration within
organisations plays a vital role in the successful delivery of HRM; on the contrary,
organisations where top line managers expect HR to operate more administratively
than strategically, less strategic integration takes place.
Kelly and Gennard (2000) state that membership on the board of directors and
management committees is important because there is an implicit assumption in the
literature that strategic decision making is carried out at this forum. This is because
board level representation helps develop internally consistent and strategically focused
HRM policies and practices (Sheehan, 2003; Kessler et al., 2000). Truss (2009),
Hope-Hailey et al., (1997) and Hall and Torrington (1998) also highlight the inclusion
and presence of senior HR managers in key-decision making bodies as an indicator of
a strategic HR role. Ibid. (2000) posit that if the HR function has little or no presence
on these forums, then it has a limited role to play in the formulation of organisation
strategy, implying that the function is automatically excluded from long-term decision
making for the company and is limited only to implementation of decisions. Thus, the
more, senior HR directors are able to influence the strategic decision-making process,
the more likely it is that an effective HRM policy design will be achieved
Kelly and Gennard (2007) propose three ways in which HR directors can become part
of the BoD. These include first, a vertical pathway, where the HR director assumes a
junior HR position at the start of his/her career and progresses to positions of
increased responsibility. These are the HR generalists, who develop a wider
understanding of the business as members of management committees. The second is
a vertical and horizontal pathway where HR directors possess well-rounded training in
all aspects of HR and other firm functions. The third route is the parachute pathway,
where an HR director has no previous HR experience but is given a seat on the board
due to strong interpersonal and communication skills. Further, they propose that
membership on the main board is not crucial for HRs involvement in strategy
formulation as the board is normally involved in the approval of the strategic decision,
whereas the actual formulation of the strategy occurs at the Chief Executive Officer
39
Group level (CEOG). This group of senior executives makes key decisions as an
organisation attempts to deal with the problems that it faces in its internal and external
environment.
2.2.2.2. Profile of the HR Head and support of the CEO

Researchers like Iqbal et al., (2011) and Altarawneh (2009) urge that future studies in
HRM need to focus on the role of modern-day HR directors in driving competitive
advantage within firms. A review of the literature highlights that the support from top
management and other stakeholders in the organisation has a significant impact on the
political role adopted by the HR managers (Sheehan, 2003). According to Gennard
and Kelly (1998), it is important for the HR function to be well established within the
corridors of power in an organisation to aid HR managers in influencing key
stakeholders like line managers (Storey, 2001; Purcell, 2001) in decision making,
during complex negotiations. Thus, we infer that if HR managers have the required
perception, their political clout increases and their decisions are taken seriously within
the organisation.
Hall and Torrington (1998) posit that the personality of the HR director influences the
extent of strategic integration of HRM; influential HR directors can increase the
visibility and credibility of the department which can focus on interventions that
enable the adoption of a strategic role in the long term (Truss et al., 2002). In line
with this, a direct and formal reporting channel between the HR function and the CEO
can also help in achieving HRs integration in strategic decision making (Budhwar,
2000; Lawler, 1995; Golden and Ramanujam, 1985) and the informal network that is
developed between the HR director and the CEO is also important in this context
(Sparrow and Marchington, 1998; Hope-Hailey et al., 1997, Kelly and Gennard,
2007). Based on a research of 49 organisations in Scotland (interviews with HR,
finance and marketing directors), which focused on studying the locus of strategic
decision making, Ibid. (2007) found that even if HR directors are not given a seat on
the board or represented at the Chief Executive Officer Group (CEOG), they could
still wield influence via informal channels. Also, an informal network can win HR
directors invitations to attend CEOG level meetings, allowing for input on functional
issues.
Tregaskis et al. (2005), also emphasise the importance of HRs network
building in the upward influence on strategy formulation in a company.

40
Further, the HR Head needs to demonstrate certain competencies to become eligible

for representation on the board (Hall and Torrington, 1998), a role which requires an
understanding of the connection between business requirements and the needs of the
HR function (Sheehan, 2003; Brockbank and Ulrich, 2003; Ulrich and Brockbank,
2005). Aligned with this view, studies by Ulrich (1997), Sheehan (2003) and Truss
(2008), highlight that a broader career background of the HR Head may provide the
requisite business acumen to enable the HR managers to become a part of the strategic
decision making process and to bolster their credibility. Furthermore, Sheehan (2003),
highlights that HR professionals need to expand their experience in other functions of
the organisation to have a wider knowledge of the business which aids in the
performance of the business partner role.
This implies that a broader career
background of the HR directors is vital for performing in some newly emerging roles.
Also, it suggests that HR professionals must understand the companys business and
industry dynamics, including how firms are integrated (integrated value chain), how
they create value (value proposition) and the influence of labour dynamics (Boselie
and Paauwe, 2004). Additionally, Kelly and Gennard (2000) contend that HR
generalists are more likely to attain board level positions, as their willingness to
acquire wider business awareness allows them to use this knowledge in developing
HR strategies and policies.
Further, Truss (2009), based on a qualitative which attempted to theorize the

indicators that may enable or constrain the development of a strategic role in six UK
organisations found out that even if senior HR managers possess professional
qualifications but have HR staff that perform clerical administrative work, the
department as a whole lacks the competence to provide strategic input. They add that
in organisations where the HR director held the post for a short period of time, the
department was fragmented and the function had a low profile.
2.2.2.3. Nature of HR interventions

Another strategic indicator discussed in literature is the nature of HR interventions
(proactive
vs.
reactive,
short-term
vs.
long-term
and
transactional
vs.
transformational). Traditionally, the function was found to be reactive with a focus on

operational or administrative matters; thus it lacked a strategic approach (Tyson,
1995). However, Ulrich (1997) prescribed a proactive role for the HR function which
41
was supported with caution by empirical studies (Truss, 2009) as well. As a result,
HRM began to use the term proactive as a criterion for successful HRM delivery
(Brockbank, 1999).
Brockbank (1999) proposes that the function can be reactive or proactive at both
operational as well at strategic levels, thus distinguishing between both approaches;
arguing that being proactive in a strategic way leads to very different activities than
being proactive at operational level.
Operationally reactive HR focuses on
implementing the basics and meeting demands, whereas, operationally proactive

means that the HR function improves the design and delivery of HR policies. HR is
considered to be reactive in terms of strategic input when it is involved in the
execution of tactics that derive strategies and becomes proactive when it adds to the
development of strategic alternatives, thereby adding value to the organisation.
Another factor that is considered an indicator of the strategic orientation of HRM is
the transformational orientation of the department. According to Ulrich (1997), the
HR department has a dominant orientation that affects the types of activities it
undertakes. A transactional orientation covers day-to-day activities, whereas
transformational activities are more long-term, and strategic in focus (Lepak et al.,
2005).
2.2.2.4. Alignment with organisational strategy and participation in strategy

formulation
The link between HR strategy and business strategy is also an indicator highlighted in
the literature. Truss (2009) encapsulates this point by linking the involvement of HR
managers in the decision making process at the business-unit level with the strategic
objectives of the organisation. Truss (2008), Lemmergaard (2009) and Buyens and
Ans De Vos (2001) state that to add value, the HR function needs to assume a strategic
role by involving itself in the strategic processes which Inyang (2010) and Sheehan
(2003) state can integrate the HR function with the organisational strategy. This
brings us to the question of how the HR function relates to business strategy, which
has been much debated in the literature that reveals a variety of interrelationships
between HRM and organisational strategy (Buyens and Ans De Vos, 2001). Golden
and Ramanujam (1985) identified four types of linkages between HRM and strategy;
their model was used in later studies by Azmi (2011), Khatri and Budhwar (2002) and
42
Teo (2000) who explored the link between strategic HRM and organisational
performance and decision making.
The linkages identified by Golden and Ramanujam (1985), represent the four levels of
HRM integration in the strategic decision making process. The integrative strategy
formulation approach entails that the HR function is an inherent part of all business
decisions and its opinion is given due consideration in the decision making process
(Caldwell, 2010). If the HR function is opposed to an option / scenario, the senior
management also becomes reluctant to proceed without HRs consent. At the next
level, the HR function which is included in strategy formulation at the development or
discussion stage is termed as having a two-way formulation process.
In such a
scenario, the HR function provides its feedback on business strategy, which may or
may not be adhered to, but HR is not involved at the outset. This feedback may be
requested either at the strategy development stage where HR has a higher impact or at
the strategy discussion phase where HR has a lower impact. Further, an HR function
that is only involved during the implementation phase of the strategy formulation has
participation limited to that of a one-way strategy formulation option, which means
that HR does not offer feedback in the formulation process and only implements the
directives.
The administrative linkage highlights the administrative nature of the
HRM function where HR provides no strategic input and is involved only in

administration.
In stark contrast to the discussion above, research in the 1980s and 1990s (Tyson and
Fell, 1986; Storey, 1992; Sisson, 1994; Tyson, 1995) demonstrates that HR personnel
have little influence in strategic business decisions.
More recent studies such as
Caldwell (2004) and Guest and King (2004) have also concluded that the HR function
plays a limited strategic role in terms of business decision making.
Based on
interviews with C-level officers in 48 organisations, Guest and King (2004) concluded
that there was no clear evidence that the emergence of HRM had delivered an
opportunity for the HR professionals to enter the inner sanctum of strategic decision
making.
Western contributions to the literature have typically focused on integrating HRM into
the business and corporate level strategies.
43
As a result, HR tends to be more
embedded in the business strategy rather than downstream or reactive activity

(Gautam and Davis, 2007). This integration focuses on making HR more strategic and
highlights a strategic approach to people management, viewing people as a source of
competitive advantage and signalling a change in the direction and emphasis from
routine aspects of HR work. It is argued that via this integration, employees will be
managed more effectively and organisational performance will improve. Golden and
Ramanujam (1985) have noted that a lack of this integration is increasingly
acknowledged as a major source of implementation failures.
Thus, through a review of the literature on the indicators of a strategic HR role of the
HR department, we conclude that HRM can be more strategic (involved in the
strategic decision making of the organisation) if senior HR personnel are represented
on the Board of Directors (BOD) and if the HR Head possesses a wide-ranged
business acumen and a direct reporting channel with the CEO. A strategic role is also
possible if the function is more proactive and focused on transformational activities
and if HR strategy is aligned with the organisational strategy. Further, of interest for
our research is also to build an understanding of how and why, the HR function
performs the role that it does in the case-study banks for which an examination of the
factors that can influence the role adopted is necessary.
2.3. Devolution and the strategic HR role

In this section we review the literature on the devolution of HR practices from HR to
line managers which is the first of the three influencers that are explored in this
research. We especially focus on the rationale for devolution, the perceptions of HR
and line managers, the distribution of HR practices and the issues and implications for
the HR-line relationship.
Devolution has been debated at length in the HR literature and has been found to
improve and develop a strategic HR-line relationship (Mayhofer et al., 2011; Kulik
and Perry, 2008; Kulik and Bainbridge, 2006; Larsen and Brewster, 2003; Whittaker
and Marchington, 2003; Conway and Monks, 2010; Cunningham and Hyman, 1999;
Currie and Procter, 2001). Further, almost every functional manager in todays world
is at the forefront of people management (Kulik, 2004), especially at the operational
level. The responsibility for people management does not solely reside with the HR
44
function (Keegan and Francis, 2010; Dany et al., 2008; Purcell and Hutchinson, 2007);
line managers have a key role to play in dispensing HR responsibilities,
implementation of HR practices (Sanders and Frenkel, 2011; Keegan et al., 2011).
The notion of devolution has been considered a desirable output (Cascon-Pereira et al.,
2005), with importance placed on greater line management involvement in HR related
issues (Budhwar, 2000; Currie and Procter, 2001). Kulik and Perry (2008) suggest
that devolution is a strategy to improve the HR-line relationship; the underlying
assumption is that devolution of operational HR activities to line managers provides
more time to HR professionals to add strategic value to the organisation and to
improve its credibility in the eyes of key stakeholders. It is pertinent to note that while
literature suggests that HR specialists are keen to shift their traditional roles towards
more strategic ones (Delmotte and Sels, 2008; Kulik and Bainbridge, 2006; MacNeil,
2003), Renwick (2003) concludes that the notion of obtaining a strategic role while
shifting away from an operational one, is a false one. This is because it is not
necessary that the time spared from devolving operational activities to line managers
will be utilized for strategic interventions.
The rationale for devolution includes the development of a more strategic approach
towards HR (Delmotte and Sels, 2008), the effectiveness of the proximity line
managers have with employees (Purcell and Hutchinson, 2007), the control of costs
associated with the HR function (Kulik and Bainbridge, 2006; Renwick, 2003;
Budhwar, 2000) and the sharing of people-related matters by line managers (Keegan
and Francis, 2010; Lepak et al., 2005; Renwick, 2000). Kulik and Bainbridge (2006)
and Renwick (2003) suggest that organisations devolve HR activities to the line in lieu
of outsourcing those HR functions to a third party. Additionally, in light of constant
cost cutting in todays economy, devolution is considered a means for reducing the
headcount of HR personnel in organisations ((Kulik and Bainbridge, 2006; Larsen and
Brewster, 2003).
2.3.1. Devolution: A means for the strategic HR role

Devolution has been defined as the degree to which HR practices involve and give
responsibility to line managers rather than personnel specialists for implementing HR
activities (Brewster and Larsen, 1992; Larsen and Brewster, 2003; Renwick, 2003;
45
Currie and Proctor, 2001).
Cascon-Pereira et al. (2005) criticize the traditional
definition of devolution claiming it to be limited in scope and present a four

dimensional description of the concept.
This emphasises the examination of the
reallocation of HR activities in context of the related decision making power, financial

power and expertise power, required to carry out these tasks. Also, Conway and
Monks (2010) found that HR managers were devolving HR activities but they were
retaining control of information systems and were emerging as regulators of the HR
activities.
They examined the impact of organisational restructuring, on the
devolution of HRM to middle managers in the Irish health services, through interviews
with a cross-section of 48 HR and line managers in one area.
According to Sheehan (2003), devolution of HRM responsibilities to the line

managers is an important factor that influences the strategic role of the HR function.
This partnership can create benefits for both the HR and the line managers as they
contribute to solve business problems (Gennard and Kelly, 1997). Devolution stresses
that managing people and delivering HR activities must be owned by the line rather
than the HR professionals; the HR function may still retain certain areas like industrial
relations, pay and benefits, organisational health and safety and recruitment and
selection while line managers can take more responsibility for workforce expansion
and reduction (Hope-Hailey et al., 1997).
Further, the notion of devolution envisages two contrary implications for the
profession of HRM - optimistic hypothesis and pessimistic hypothesis. The optimists
highlight that as a result of devolution the HR function will be freed to concentrate on
performing strategic HR activities (Hutchinson, 1995; Tyson and Fell, 1986) and will
become a proactive contributor in the organisation (Fonda and Rowland, 1995; Kelly
and Gennard, 1997). Also, the limited competence of line managers in dealing with
devolved personnel matters will ensure a continuing organisational presence for
personnel specialists, which will not only result in their survival but will allow the
function to thrive because of its strategic role. The pessimistic hypothesis indicates
that devolution makes the HR functions contribution to business success even more
difficult to determine because of the fragmented, deconstructed and specialized
organisation of work (Cunningham and Hayman, 1997; Tyson and Fell, 1995) which
46
will lead to the dilution of the status of HR and its diminished legitimacy (Kulik and
Perry, 2008).
Additionally, according to Hall and Torrington (1998), devolution has a direct effect
on the roles performed by the HR function and the line managers, and in order to
comprehend the process of devolution, it is very important to understand the role of
HRM experts in the organisation. According to Tamkin et al. (1997) of all the role
changes for HR, the strategic role has been one of the most marked; in part, the shift
stems from devolution of HR responsibilities to line managers (Sisson and Storey,
2000; Renwick, 2000; Budhwar, 2000). Through devolution, line managers take over
the enactment of various HR activities while HR practitioners facilitate them by
transforming their roles from doers to internal consultants. Thus, Kulik and Perry
(2008), state that devolution of HR activities is one possible opportunity for an HR
units transformation. Their study exploring the effects of devolution on the HR
functions construed image found a positive effect on the functions image of itself
when it was involved in business unit operations and the strategy formulation process.
2.3.2. Devolution: Implications and issues for the HR-line relationship

This section reviews empirical studies that report the conflicting and ingrained
perceptions of both HR and line managers.
More specifically, we highlight the
contrasting notions held by researchers on devolution and the distinct issues that
challenge the effort to devolve HR practices to line managers. In doing so, we hope to
highlight the influence of devolution on the activities performed by the HR function
which determines the role performed by the function.
Our review of the literature on devolution revealed that many researchers strongly
support the move towards devolution while an almost equal number suggest a guarded
approach.
Further, the phenomenon of devolution is marred by the differing
perceptions of both HR and line managers. In addition, Guest and Conway (2011) and
Guthrie et al., (2011).have suggested that in order to gauge the effectiveness of HR,
one must solicit feedback from key customers such as line managers, officers and nonmanagerial staff. Mitsuhashi et al., (2000) and Wright et al., (2001) found that line
managers and the HR managers had different perceptions of the effectiveness of HR
work. HR professionals were generally more positive about the effectiveness of HR
47
roles, HR services and HR contribution than their line counter parts. The authors
suggest four possible reasons for the differing perspectives of both stakeholders. The
reasons include the inability of the HR function to deliver the services expected of
them, the traditional line-staff conflict, the failure of line managers to implement well
designed HR systems and the lack of involvement of line managers in HR activities.
In the perspective of HR managers, devolution is beneficial for line managers because

it improves their involvement in the organisation and gives them more ownership
(Kulik and Bainbridge, 2006). HR managers also perceive that devolution will give
them time to concentrate upon strategic activities (Hutchinson, 1995; Tyson and Fell,
1986) and align HR systems and processes with the corporate objectives (McGuire et
al., 2008). In particular, Gennard and Kelly (1997) purport that the HR function will
be able to make significant, proactive contributions to organisational endeavours
through enhancing the capabilities of line managers and raising staff commitment.
Hence, the HR managers see devolution as a means to be involved in strategic level
contribution.
Further, literature cautions that the more the HR function seeks
legitimacy from the senior layers of an organisation, the less its role is valued by
employees of the firm, and that serving line managers so greatly, may undermine their
focus on long-term value creation in lieu of short-term actions.
Further, HR managers perceive line managers to be incompetent, lacking the

necessary expertise to take on the HR activities effectively (Ibid., 2006), and Truss
and Katz (2002) highlight that significant differences exist between line managers in
terms of their management styles, level of specialized HR skills and professionalism
that is required to carry out HR activities.
The capability of line managers to learn
HR work effectively and to use this knowledge fairly and consistently when treating
employees has also been questioned in extant research. Hence, as stated by Larsen
and Brewster (2003), the issues of line managers include the lack of their desire,
capacity, ability and training to undertake HR activities. Also, according to Conway
and Monks (2010), Currie and Proctor (2001), Renwick (2000), line managers quite
often resist the uptake of HR responsibilities and fail to observe the benefits of change.
Conversely, in the perspective of line managers, the effectiveness of the HR function
is underpinned in the involvement of its executives in strategic initiatives for which
they need to perform as strategic business partners (Kulik and Perry, 2008; Sanders
48
and Frenkel, 2011; Dany et al., 2008; Keegan et al., 2011). Also studies have shown
that line managers often identify themselves with short-term job objectives which
proves to be a major impediment for devolution, as their priority tends to be the
achievement of their business goals (Watson and Maxwell., 2007; Maxwell and
Watson, 2006; Gibb, 2003; Harrison, 2002). According to McGovern (1999), even
when performance objectives include line managers personnel responsibilities, few
consider successful implementation of these, to be an important or very important
factor. Whittaker and Marchington (2003) in their study noted that line managers felt
great difficulty in maintaining the softer people skills in the face of meeting hard
targets.
Additionally, line managers perceive that devolution is a means used by the HR

function to increase their workload (Conway and Monks, 2010; McConville and
Holden, 1999) and that HR designs policies that are interesting in theory but are
difficult to implement effectively (Whittaker and Marchington, 2003). One of the
major criticisms of HR is that HR managers do not understand the real business of the
organisation and that they apply policies that are in conflict with the business goals
(Kulik and Perry, 2008), which compels line managers to push their agenda (CasconPereira et al., 2005; Budhwar, 2000). Also, according to Qadeer et al., (2011) line
managers perceive that the assistance required from HR in performing people
management activities is lacking which discourages them to accept the devolution of
HR activities. Harris (2001) highlight that the extent to which line managers are
forced to uptake the responsibilities in HRM in a climate of fear and mistrust driven
by HR, also affects devolution. Further, there is also evidence that suggests that HR
may not be fully prepared for the role it is aspiring towards as a result of devolution.
Rasmussen et al. (2010) suggest that HR will no longer be a doer, but will adopt a
role more akin to an advisor, with practitioners having to focus on more long-term
strategic issues (Hailey et al., 2005).
2.3.3. The distribution of HR practices: Advantages and dis-advantages

In this section we review the literature on the distribution of HR responsibilities and
the resulting advantages / dis-advantages from of devolution. Our review of literature
on the distribution of HR practices highlights that the boundary between the
49
responsibilities of HR and line managers, with regards to the activities each needs to
perform, are sketchy. According to Purcell and Hutchinson (2007) and Brandl et al.,
(2009), in recent times line managers have been encouraged to take on greater
responsibility for the HR activities; this is evident from the enhanced role of line
managers in HRM, over the last twenty years in UK and other developed countries.
Purcell and Hutchinsons research which emphasised on the role of front line
managers in HR practices was conducted on 12 organisations in the UK. As a result,
there are only few areas in which the HR function is now the sole decision maker. In
the following paragraphs empirical studies identifying the distribution of HR activities
across the HR-line divide are reviewed which will enable us to determine the nature
and degree of devolution across distinct HR practices.
According to Maxwell and Watson (2006), and the results from the IRS survey (1995),
the major responsibility of HR activities resides with the HR department more than
with line managers, but in many cases it is shared. Involvement of HR specialists
tends to remain highest in policy formulation where the issues of consistency and
specialist expertise are most important and it tends to be lowest when line managers
are responsible for putting plans into effect (Keegan & Francis, 2010; Lepak et al.,
2005; Whittaker and Marchington, 2003). Line managers are most heavily involved in
motivation and morale of their staff (Watson and Maxwell. 2007), team briefings and
communication, health and safety (MacNeil, 2003), identifying training needs,
employee selection and performance appraisal (Nehles et al., 2006). Additionally,
Hutchinson and Purcell (2007) and Kulik and Perry (2008), posit that line
managements involvement is the greatest in conducting performance appraisals,
agreeing to personnel development plans and planning training and development
needs of the staff with some responsibility for induction. Further, according to Larsen
and Brewster (2003) and Budhwar (2000) there are many HR activities that are shared
between the HR and line managers which include pay and benefits, recruitment and
selection, training and development, health and safety and workforce expansion and
reduction. Furthermore, Kulik and Bainbridge (2006) highlight that HR is dominant
in managing trade unions, handling employee relations and owning the promotion
process.
50
However, (Kulik and Bainbridge (2006) identify that there are certain hot potatoes in
the HR activities that neither the HR nor the line managers are willing to take up.
These hot potatoes include worker compensation, leadership development, succession
and career planning, coaching and performance management. Both parties want to
relinquish their responsibilities as these HR practices are difficult to perform
operationally. However, Kim (2002) and Lin and Li (2004) posit that these HR
practices are major drivers of the long-term organisational health and profitability and
thus, both the parties should work together to find the most effective sharing of these
activities.
Further, according to Bond and Wise (2003), Renwick (2003) and Whittaker and
Marchington (2003) there are both positives and negative consequences of devolution.
Some of the significant advantages of devolution are customized decisions to suit local
circumstances, potential cost savings, increased awareness of people management
issues throughout the organisation, better change management and the HR
practitioners ability to pursue a more strategic role. Additionally, Budhwar (2003)
proposes that devolution allows the HR issues and problems to be solved at lower
hierarchical levels which creates more responsible line managers and increased
efficiency.
The disadvantages associated with devolution as synthesized from various studies

include the following: line managers view HR responsibilities as secondary to their
immediate business goals (Perry and Kulik, 2008; Cunningham and Hyman, 1999;
Whittaker and Marchington, 2003; Renwick, 2003; Harris et al., 2002) and thus devote
less attention and time to HR issues. Further, Bond and Wise (2003) suggest that this
short range focus may lead to a fragmented, inconsistent and less effective people
management / HR function. Buyens and Ans De Vos (2001) and McGovern et al.,
(1997) add that there is also reluctance of some line managers in taking on these new
roles which they perceive as the job of the HR function. Additionally, the devolution
to the line managers puts added pressure on them for carrying out people management
activities which places a burden on their responsibility to meet short-term business
objectives like profit targets (Cunningham and Hyman, 1999; Hutchinson and Wood,
1995). This is particularly true if organisations have flat, de-layered structures which
51
results in a wide span of control which makes it difficult for line managers to spare
time for people management activities.
Given the discussion above, on the varying perceptions of both stakeholders related to
devolution, we suggest that there is growing consensus on the need for both
stakeholders to work in partnership. In a study on 527 companies based in Hong
Kong, Chen et al. (2011) found that HR managers were eager for interdepartmental
collaboration when working on strategy-related matters. However, some researchers
consider this talk of working in partnership as simple rhetoric (Renwick, 2000), noting
that no clear practical framework exists for these partnerships (Currie and Procter,
2001).
Hence, our review of literature on devolution highlights that beyond the
ambiguity in the distribution of HR practices, the divergent perceptions of HR and line

managers and the challenges confronted in employing devolution, there are related
implications of the structure of the HR function which may / can influence the extent
of devolution. According to Gibb (2003), these implications can stem from the size of
the HR function and its workforce, the power dynamics between the two stakeholders
and the approach (centralisation vs. decentralisation) adopted to structure the activities
of the HR function.

In this section we uncover the recent trends on the structure of the HR function, in
extant literature. This is the second element we seek to explore in our research to
understand its influence on the role performed by the HR function. We focus on two
key debates in literature. Firstly, we comment on the degree of centralisation in HR
structures by reporting empirical studies pointing towards the trend of decentralisation
across the globe. Secondly, the generalist versus specialist debate is discussed in
detail, with a focus on the role of strategic business partner, shared service and centre
of expertise.
According to a study by Lawler III and Mohrman (2003), on what it means for the HR
function to play the role of a strategic partner, and whether HR is more effective in
such a role (in US organisations), the importance of HR structures lies in the fact that
they are contributors to organisational profitability. They posit that the HR function
needs to be designed in such a way that it carries out administrative as well as the
52
strategic partner role. Further, Purcell (2003), state that the HR function is being
renewed and restructured in organisations to gradually affirm a strategic role.
Additionally, the rapidly changing nature of organisations has a considerable impact
on how the HR function is structured and the range of skills possessed by HR
personnel. These changes include the use of information technology, increase in
knowledge workers, changing business environment and increasing structural
complexity of organisations (Lawler III and Mohrman, 2003). They add that the
structure and transmission of HR activities need to be considered by the HR function
specifically, if the purpose is to develop a strategic role orientation.
Further, our review of literature identified several drivers that pressurize the HR
function to change. According to Schuler and Jackson (2007) globalization is not the
only factor that caused the change in the orientation of the HR function; some other
drivers include tough competition which leads to the concept of HRM as a means to
achieve competitive advantage. In response, organisations adopt different HR
structures to cope with the changing environment. Harvey et al. (2000) identify a
firm's ability to deal with the increasing headquarter / subsidiary complexity
efficiently and effectively as a driver of structural changes. Additionally, Lepak et al.
(1998) identify the performance of multiple HR roles as a driver for structural change
and state that the HR department is expected to perform mainly four tasks. They
include acting as a strategic business partner, providing more flexibility in the HR
practices and policies, cutting costs and efficiency in the delivery of services.
Ulrich et al. (2008) suggest that in line with creating value for an organisation, the HR
function needs to operate as a business within a business; examining the functions
value-adding potential with respect to its structure. The study was conducted primarily
in North America with references made to India, China, Germany and Eastern Europe
and was based on survey results reported in other studies1; for example, a survey of
800 senior HR professionals in Germany. The study posits that the function can
deliver value on two premises. First, the HR organisation needs to be structurally
1
Reilly et al., 2007, Deloitte Consulting, 2006; Mercer Human Resource Consulting, 2008;
Chartered Institute of Personnel and Development [CIPD], 2005; Ulrich and Smallwood,
2004; Ulrich and Brockbank, 2005.
53
aligned with the organisation structure of the business. Second, given the diversified
and allied business models prevalent in organisations, HRs structure of delivery
should incorporate five areas of response, namely: service centres, corporate HR,
centres of expertise, embedded HR, and operational HR. Further, the authors suggest
certain steps to successfully implement this structure like diagnosing and aligning HR
strategy with the business-level strategy and differentiating between transactional and
transformational work.
A long standing debate in the literature is on the degree of centralisation in the HR

structure. According to Caldwell (2003), Drucker (1991) and Lorenz (1993), HR
activities centralised at Corporate HR address issues of control, consistency and lack
of experienced / skilled HR Staff (especially when few in number) but can also result
in distancing HR from customer needs because of the strict adherence to rules of
control and efficiency. According to Selden (2010), a centralised HR structure has the
benefits of lower organisational and transaction costs, rapid transfer of knowledge and
marginalisation of corruption that is caused by a politicised environment. But the
main disadvantage of a centralised HR structure is that the regional needs and cultural
sensitivities are not looked upon and the standard HR practices are followed which
limits the global operations. Conversely, the decentralised HR structure provides high
customization and flexibility, especially in the case of global organisations (Ibid.,
2010). Apart from the knowledge of the local pool of candidates, the decentralised
HR structure helps to hire the right people for the right job but with customization
offered by the decentralised HR structure, costs become high and inconsistency occurs
(Selden, 2010).
Also Ulrich et al., (2008) posit that decentralisation carries the
inherent weakness of specialists being unable to perform as generalists due to

insufficient training.
A key debate in extant literature centres on the need and utility of generalist and
specialists in the HR structure. Caldwell (2003) posits that restructuring of the HR
function due to concerns of cost, value and service delivery, forces discrete HR
functions to be sub-divided into specialist and generalist/consulting tasks. In addition,
research conducted by CIPD (2006; 2007) highlights that the HR function in small and
less complex organisations is comprised of integrated HR teams in which generalists
perform a full range of tasks, providing support for all kind of HR activities.
54
Conversely, the HR function in large and more complex organisations adopts a more
specialist focus based on specific work areas such as training and development,
recruitment and selection, reward and compensation or employee grade or group such
as managers and non-managers.
One of most discussed structures addressing the specialist / generalist debate is that
prescribed by Ulrich (1997), which proposes the adoption of the HR shared services,
centre of expertise and the business partner elements. This structure is widely cited as
the three-legged-stool model which is considered more suitable for large organisations
that are more complex and have a greater degree of specialization (CIPD, 2007). This
structure is a combination of administrative working manifested in the shared services
centre, strategic contribution vested in the relationship managers who work as
business partners and specialist focus provided by the embedded HR experts in
particular HR areas of expertise. The model is elaborated in the paragraphs below.
Related to the business partners, Ulrich and Brockbank (2005) emphasise that they
work with the line managers to help them reach their goals, through effective strategy
formulation and execution which aids in developing a better understanding between
the HR and the business units. The term Business Partner is used interchangeably
with strategic partner (Francis and Keegan, 2006) and this role is defined as the
understanding by the HR professionals of how HR fits with and supports the
organisations mission, strategy and processes. The multiple dimensions of a strategic
business partner role include the business expert, change agent, knowledge manager
and consultant. Further, Ibid. (2005) indicate that the HR function is facing a dilemma
of either continuing its specialist role or take on a business partner role. The latter
requires repositioning of the department and performing new roles along with gaining
acceptance of the line mangers.
Developing the position of business partners involves establishing senior HR
managers, often referred to as generalists, in most of the key business units of the
organisation. This generalist role of HR acts as an interface between the HR function
and the business units. Caldwell (2008) posit that business partners are appointed at
departmental and/or regional level to perform operational tasks with a local linebusiness focus but in doing so, no single model is followed.
Hence, several
configurations of the business partner role are suggested in literature. According to

55
Pickard (2004) and Ulrich and Brockbank (2005), the HR strategic partner employs
their knowledge of business, change, consulting and learning to their relationships
with line managers. They provide consultancy to line managers through strategy
formulation and execution, which aids them in reaching their goals.
Reilly and
Williams (2006), add that in order to perform the business partner role, the HR
professionals must have business knowledge, professional capability, HR expertise
and generic management skills.
Further, Kochan (2004) and Lemmergaard (2009) state that although the strategic role
is a reflection of the changing realities, but merely changing the structure of the HR
function may not be enough to make it a strategic partner. Albert (2003) conducted a
survey and compared the result with their previous survey of 1995 and 1998 to find
the trends in the adoption of the business partner role. The results indicated that the
greatest contribution of HR occurred when HR played a strategic business partner role
that fully involved itself in both the formulation and implementation of strategy.
Cleland et al. (2000) have claimed that the role of the business strategist would
inevitably be expected from the HR function in future.
Related to the element of HR shared services, Armstrong (2009) and Ulrich (1995)
state that they are responsible for transactional/administrative work which includes,
recruitment, administration, pension and benefits administration, payroll and absence
monitoring and discipline and absenteeism. Ulrich et al., (2008) highlight that the
shared service centres emerged in the late 1990s as HR leaders realized that
administrative tasks are more efficiently performed in a centralised, standardized way.
They identify the achievement of a greater degree of structural flexibility to respond to
business change as the strategic reason for setting up HR shared services. There is
also a trend towards taking over the entire HR function from other client firms to
deliver complete outsourcing of HR services. This trend is being observed especially
among large firms. Proponents of reconfiguring the HR structure with the addition of
HR shared services centre believe that it brings the benefit of integrating a total
solution approach to problems; through recentralisation of the HR function (one stop
shop). Thus, according to Cooke (2006), Torrington et al., (2011), Farndale et al.,
(2009) and Redman et al., (2007), setting up an HR shared services centre often
56
involves restructuring the HR function which sometimes leads to downsizing of the

HR workforce, reorganizing their work, and relocating their workplace.
Boglind et al. (2011) in their work on shared services argued that the essential driver
for shared services is improved productivity because the right number of people are
employed, work processes are reengineered and better services are delivered through
technology. The introduction of shared services for the HR department offers not only
cost savings and greater efficiency but also provides the HR function with an
opportunity to focus on more strategic issues. This gives HR the freedom to engage in
activities that may maximize the return on human capital investment. Roebuck (2008)
states that the credibility of HR is based on the delivery of the core transactional HR
services and hence shared services must perform these at a high-quality level.
Further, our review of literature highlighted that challenges may occur in the
implementation of regional or multinational approaches towards shared services, with
varying factors like demographics, culture, language, infrastructure, consistency in
programs/ processes and availability of expertise, which need to be catered for in the
model. The major challenges to implementing shared services (or its drawbacks) are a
major loss of control, budgetary concerns, technological problems and possible
disruption in work patterns.
Related to the centre of expertise which specialises in providing high level advice and
service on the HR activities, the literature reviewed highlighted that the most common
HR activities performed at the centre were associated with training and development,
recruitment, reward, and employee relations (CIPD, 2007).
The centre provides
support to both the business partners in terms of expertise in specialized areas of

resourcing, employee relations and rewards and it acts as a reference point to those
working in the shared services centre. Also, depending on the size of the enterprise,
centres of expertise may operate as a specialized consulting firm inside the
organisation, or they may be corporate wide or regional or country-based (Ulrich et
al., 2008).
57
2.5. The skill-set of HR personnel

In this section, we conduct a review of literature related to the skill-set of the HR
personnel which forms the third influencing factor in our research on the role of the
HR function. HRM has increasingly been recognized as a threshold competency for
managers. This finding relates to a 2012 publication by the Bangladesh Bank which
posits that the increasing significance of HRM was one of the factors that led to many
reform initiatives in the banking sector.
It highlights that the Central Bank of
Bangladesh made special efforts to introduce Advanced Certificate Courses on

HRMS, which were imparted to 75 officials 2 , to enhance their skill-set. Further,
according to Inyang (2010), Ulrich and Brockbank (2005) and Ramlall (2006), in
order to fulfil the vital and challenging responsibilities of the HR function, HR
professionals need to have the relevant strategic skills or core competencies that
integrate business strategy with people management practices.
The following
paragraphs achieve a two-fold objective. Firstly we present prescriptive competency

models that are proposed by researchers as frameworks for the HR function to build its
skill-set. Secondly, we report distinct skills that are considered essential for the HR
personnel in order to become strategic business partners.
Lawler III and Mohrman (2003) posit that HR managers must have competencies that
espouse business and strategic orientation so they can perform activities related to
strategy development and they can contribute to organisational design and change
management. Competency has been defined by Ismail and Long (2009) as a personnel
related concept referring to a set of behavioural dimensions of ones effective
performance at work.
In general, competency is defined as an underlying
characteristic of an employee (motive, trait, skill, aspect of ones self image, social
role, or a body of knowledge) which results in superior performance. Additionally,
the changing HR personnel role has altered the jobs of HR professionals, as well as the
expectations of the tasks HR needs to perform. Thus, HR personnel need to either
develop, or acquire the requisite knowledge, skills and experience to assume a new
range of roles in order to operate in a sensitive, political and highly competitive
business market while demonstrating added value (Tamkin et al., 2006).
Bangladesh Bank (Central Bank of Bangladesh) Recent Reform Initiatives (2012)
58
Our review of literature indicated the development of multiple competency models

over the years, one of which was introduced by Ulrich et al. (1995) at the University
of Michigan. The initial model was based on universal-generic ambitions, but over the
years the model has undergone significant changes (Caldwell, 2008) because it was
characterized by definitional disputes, analytical inconsistencies and the performance
impacts of specific competencies had proven to be shifting and elusive (Becker et al.,
2001). This model is cited as the Michigan HR Competency Research which includes
five main competencies namely, strategic contribution, personal credibility, HR
delivery, business knowledge and HR technology.
Further, our review highlighted that based on the multiple roles performed by the HR
function (HR leader, senior business / unit generalist, HR specialist / experts at the
centre of expertise), different HR competencies become critical.
Some key
competencies emerging from extant literature (Brockbank and Ulrich, 2003; Ulrich
and Brockbank, 2005; Tamkin et al., 2006; Caldwell, 2003; 2008; Boselie and
Paauwe, 2004)) include business knowledge, customer orientation, effective
communication, credibility and integrity, systematic perspective and negotiation and
conflict resolution skills.
Business knowledge is the capacity to understand
competitive issues impacting the business like market, products, technology, processes
and to understand how a business can create profit and add value.
Thus, HR
professionals must understand their organisations industry as well as the companys

business.
Boselie and Paauwe (2004) define business knowledge to include an
understanding of how firms are integrated (value chain) and how they create value
(value proposition).
Customer orientation is the ability of viewing issues from the perspective of the
customer while effective communication is the ability to provide both verbal and
written information clearly, consistently and persuasively. Credibility and integrity is
the capability to walk what you talk, act with integrity in all business transactions,
honour personal commitments and achieve results. The systematic perspective is the
ability to view problems and issues in the context of the bigger picture and to
understand the interrelationships among subcomponents.
Lastly, negotiation and
conflict resolution skills are the capacity to reach agreements and consensus in spite of
different goals and priorities.
59
Inyang (2010) also compiled a list of competencies that an HR professional needs to

possess to perform in the role of a strategic business partner; they need to have global
operating skills that allow them to understand globalization along with issues of
diversity.
Business and finance savvy skills are also essential as they aid in
understanding the financial reports, business goals and other support functions.
Critical thinking skills which contribute in strategy, vision and formulation gain them
creditability and HR professionals should be sound in information communication
technology (ICT), which is cited as a factor of sustained competitive advantage. This
is because the ability of the HR professional to apply technology can improve the
firms efficiency and effectiveness. Additionally, deep knowledge of HR policies and
processes, commitment to change and the ability to diagnose the effectiveness of the
organisation to take corrective actions are also essential competencies. However,
despite the prescriptive utility of these frameworks, Caldwell (2008) posits that
competency models have been perceived to be effective in the selection of business
partners but not in their development.
2.6. HRM in Pakistan, Asia and other developing countries

As this study is grounded in the context of Pakistan and relates to the state and role
orientation of the HR function, we review the literature on international HRM (IHRM)
to provide a background to the study. Dowling et al. (2008) define IHRM as involving
the same activities as domestic HRM but across national boundaries and with greater
complexity due to diversity in national cultures and types of employees.
Also,
Bjorkman et al. (2012) define IHRM more broadly to include the management of
people in alliances and joint ventures, the role of HRM in MNEs / MNCs and the
global configuration of the HR function. The culture of Pakistan is characterised by
researchers as centred on groups (Lyon, 1993), with large power distances between
social elites and non-elites; where status is of primary concern with a collectivist
orientation (Khilji, 2001). It is concluded that this authoritarian pattern is largely
reflected in companies and the social dynamics prevailing within them. In the case of
large public sector organisations, HR-related decisions are made by committees
composed of government nominees (Klein, 1992) that flow top-down, with little to no
room for disobedience. However, from 1990s onwards, government-led privatization
60
sought to revamp these organisations, notorious for their political culture, low
performance and weak people management policies (Mirza, 1995).
It is argued that this liberalization of the economy sparked an ongoing change in the
Pakistani management perspectives (Khilji, 2002), and brought in a new value system
to the way business was done. This value system is underpinned in the Americanstyle management syllabi, work culture and so forth (Khilji, 2003). It is argued that as
a result of these changes, the Pakistani corporate sector became more receptive to the
new paradigms of human resource management. Ibid. (2003) also find that companies
recognize the need to develop the new culture in order to remain competitive.
Additionally, post deregulation in Pakistan (since 2000), the emergence of starkly
diverging values in the labour force emerged with regards to their expectation of HRM
delivery (Khilji, 2004). The study shows two distinct values to have emerged; those
rooted in tradition (national values) and those reflective of a modern market-driven
economy (work-related values). The study concluded that the younger cluster of
employees surveyed experienced a transition in their value system towards work
related values. The implication for HRM then is, to design and deliver revamped HRM
practices to organisations that are becoming increasingly sophisticated in their
expectations of the function itself, placing an implicit demand on senior management
to make the fulfilment of these expectations a prerequisite to deriving greater HR
satisfaction and commitment.
Further, a study by Khilji et al. (2010), analysing the use of impression management
strategies amongst Pakistanis, Indians and Israelis, found that Pakistanis are more
prone to employ these impression management strategies than their counterparts.
Using the Scheffe multiple comparison analysis, the results showed that Pakistanis
relied more heavily on relationship-focused strategies as opposed to job-focused ones,
and displayed far more initiative in doing so. Furthermore, Pakistans government
acknowledges the fact that recent labour market trends tend to emphasise the need for
human resource development (HRD), in order to mitigate the vulnerabilities faced by
the labour force. Government rhetoric also addressed the need to create full and
productive employment and decent work for all 3 , as a spill over of the current
Labour Force Survey 2010-2011 - Federal Bureau of Statistics (Government of Pakistan)
61
economic situation that has further widened the gap between the working-rich and
working-poor.
Much study has also been undertaken globally, to examine the relationship between
HRM and organisational performance. A study of this interconnection in Pakistan
(Khilji and Wang, 2006) aimed to illustrate how human resource satisfaction (HRS)
serves as a mitigating factor in employee turnover. It highlights that HRS had a
negative influence on turnover intention, with age, gender, organisation type and
organisational performance all serving as moderators. The study also noted that a
stronger HRS-turnover relationship existed among younger employees.
Further, As Locke and Thelen (1995) posit that the degree and direction of influence
of culture bound factors on HRM varies from region to region. Pakistan and India
share a long history prior to their independence in 1947 due to which their social and
cultural set up bears much resemblance. To cover for the lack in availability of
relevant published literature in the context of Pakistan, studies conducted in other
Asian countries are reviewed; they will serve as a good starting point for our research.
Budhwar (2004) posit that the existing literature on Asia generally focuses on other
advanced countries in the region such as Singapore, Hong Kong and Taiwan while
ignoring to a large extent, other emerging economies in the region.
India and Pakistan have seen massive deregulation of the economy during the 1990s
and thereafter (Khilji, 2000; Budhwar, 2003), with clear implications for the HRM
function in general and HR practices in particular (Ibid., 2000; Budhwar, 2003). Some
of the changes that have taken place include the replacement of a life time
employment contract introduction of PRP compensation and a greater structured
approach to HRM (Budhwar and Khatri, 2001). Similarly, Budhwar (2000) highlights
that liberalization, change in economic policies and the competition which comes as a
consequence of increased operations of overseas firms in India, places immense
pressures on the personnel function in domestic (Indian) organisations that face
demands to prepare and develop employee skills, efficiency and effectiveness. This
has also resulted in the creation of an HRD ministry in the central government, the
setting up of HRD departments in organisations and academic institutions and the
development of professional institutions which offer training and development
62
programs for enhancing employee skills (Budhwar, 2003; Yadapadithaya, 2000).

However, this change in the personnel function has not been able to evade the
influence of social factors (including personal relationships and contacts) and politics
which is a part of the Indian culture (Amba-Rao et al., 2000). This indicates that the
development of the HR function and the significance associated with it grew as a
consequence of changing government policies and practices but that legacy issues may
be the reason for lack of development of a strategic HR function role.
Similarly, a study by Mamman et al., (2007, p. 2009), investigated one of the most
neglected issues .. is whether HRM models are being practiced in developing
countries? It was conducted on local, foreign and joint venture companies in Sri
Lanka and highlighted that the HR function was not given high importance in the
strategy formulation process and this finding was common amongst the different
categories of companies examined. This was because traditionally, in developing
countries the HR function was not considered in high regard. Also, the HR managers
felt their representation on the board was only symbolic but the simple fact that they
are involved is an improvement over the past. Additionally, Rees and Johari (2010)
assessed the extent to which the HRM function was perceived by senior managers to
have contributed to the strategic change agenda in one banking institution in Malaysia.
Their results highlighted that despite the enhanced presence of the HR function in
strategic issues, there was a clear understanding that the function had yet to develop a
business understanding and it was too focused on the operational aspects. Further,
there was a feeling that the major issues for the HR function were credibility and
independence and that the HR managers needed to display leadership, bravery and
boldness in their interactions (p.525).
Also, Zhu et al., (2012) found that external pressures were the common impetus for
changes in HRM practices. This study on China illustrates the effects of competitive
pressures that caused the country to evolve from paternalistic socialism to market
socialism, even among state-owned enterprises which had extensive legacy systems.
Moreover, a parallel view holds that HRM has developed globally keeping in view the
unique differences in operating environments. For instance, it is argued that HRM in
Europe developed on different lines than the US, owing to unique European features
such as more limited individualism and a greater role of the state (Brewster, 2007). A
63
study on the Spanish banking sector (Pea & Villasalero, 2010), illustrated that despite
the universalistic pressures on the sector to adopt certain predictable HR practices,
firms benefitted instead from linking their HRM systems with their unique business
strategies.
Additionally, in a 1998 study on HRD issues in Russian banks (Ardichvili and

Gasparishvili, 2001) found that greater importance was placed on selection and
recruitment than on organisational development, training and development and career
planning which indicates a lack of focus on long-term and strategic HR practices.
Moreover, in India, a report on Public Sector Banks4 (PSB) concluded that in the wake
of liberalization, the PSBs made many strides to becoming viable global players, yet
they suffered a severe handicap in the form of human capital deficit which indicates
that the HR function was in the initial stages of its development. Specifically,
employee compensation, skill-sets, skewed age profile, restrictive deployment and
performance management systems were said to adversely affect PSBs market
competitiveness. Other HRM issues identified in the report included, improving
productivity and the performance culture, building talent management practices,
building succession for key critical and leadership positions, developing ownership,
accountability, professionalisation and institutional mechanisms for sustained human
capital management and transforming the HR function from legacy driven HR to
developmental HR. In our analysis this highlights that where the HR function is in an
early stage of development, the focus of activities is predominantly on the core HR
practices with little attention to the practices and processes that are long-term and
transformational in nature.
Another related and perhaps appropriate context for the study is that of the Middle
East region which bears religious similarities. Studies by Ali (2004) and Robertson et
al, (2001) posit that religious semblance can influence and impact the development of
HR system. The studies are also relevant because like Pakistan, HR systems are still
being structured in these countries, as is the case in most developing countries (Debrah
and Budhwar, 2004; Budhwar and Mellahi, 2007). An analysis of studies in the
context of various countries like Oman, Saudi Arabia, Iran and Egypt shows that
4
Report of the Indian Committee on HR Issues of Public Sector Banks (June 2010)
64
research in the area of HR is very scarce in the region and studies that have been
conducted are exploratory in nature. Thus, they aim to study the development of the
HR systems broadly, rather than focus on specific HR practices.
This can be
attributed to the lack of resources for research, problems in data gathering and cultural
limitations (Al-Hamadi et al., 2007).
Evidence from studies conducted in various Middle Eastern nations shows some
influence of religion on HR practices in general, but in the case of compensation there
is considerable variation between countries. Namazie and Frame (2007) studied 14
organisations in the public and private sector of Iran and found varying practices and
strategies being implemented there. Moreover, there is also a difference between the
practices of MNCs and private Iranian firms. By law all firms, be they foreign or local
must conform to the Iranian labour laws and it was noted that local organisations had
gradually started to structure their HR systems taking a lead from the success of
MNCs operating in Iran. Similarly, an investigation into the Egyptian HRM practices
by Leat and El-Kot (2007), showed the influence of religious, contextual and
institutional variables in the way the HR function operated and the policies / practices
it designed. The investigation was undertaken on a sample of 58 Egyptian companies.
Further, it revealed that due to the influence of western management practices which
encourage masculinity and individualism, and introduce the concept of employee
productivity, there was a shift in the HRM practices in Egypt which gave preference to
performance over seniority / experience.
2.7. Conclusion
This research aims to examine the current state of the HR function in the case-study
organisations in Pakistan with a specific focus on the role performed by the HR
function. The research is conducted within the framework of the indicators which
provide evidence of the presence of a strategic role (or otherwise) of the HR function
and the factors that influence (impede / facilitate) the adoption of a strategic role.
These factors / elements include devolution, the structure of the HR function and the
skill-set of HR personnel. To position the research in the context of Pakistan, county
and sector specific factors which include the corporate culture, socio-economic
demographics and political situation (see chapter 3) are also factored into the research.
The research questions that are informed by this literature include:
65
1. What is the current state of the HR function in the banking sector of Pakistan
and to what extent, if at all, is it performing what can be termed a strategic role?
2. How has the devolution (if at all) of particular HR responsibilities to line
managers, influenced the HR functions intent to attain a strategic role
orientation?
3. How have the characteristics of the HR structure and the HR skill-set
influenced the strategic role orientation of the HR function?
The primary objective of the literature review was to study the HR function and the
evidence of the presence of a strategic HR role by focusing on the evolution of the HR
function, the emerging HR roles (role typologies) and the indicators which provide
evidence of the presence of HR roles. Additionally, we analysed relevant literature on
devolution, structure of the HR function and skill-set of HR personnel, which enabled
us to identify the inherent but indistinct linkages between these factors / elements and
the role orientation of the HR function. The following paragraphs elaborate and
identify the essential ideas, key debates and theoretical gaps that emerged from this
review.
Further, we aim to contribute to the body of HR knowledge by adopting an empirical

approach that delineates between applied realities and prescriptive literature on the
issues of presence of a strategic role of the HR function. In the course of this
assessment, we are aware of the thin line that exists between the evidence we seek, the
indicators we identify and the influencers we study. It is pertinent to mention that the
literature itself has yet to clearly demarcate these potentially overlapping elements, as
was evident from our review. Hence, this research seeks to examine the evidence of
the presence of the indicators themselves and it also examines the influencing factors
to assess why and how these factors can impede or facilitate the attainment of a
strategic HR role. This study is important for two reasons. First, it integrates the
indicators / evidence of the presence (or otherwise) of a strategic HR role and the
influencing factors to bridge this gap in existing literature. This is consistent with the
calls from authors in recent times to focus on a more comprehensive model to capture
the complexity and dynamics at play between strategy and HRM (Guest, 2011;
Kraaijenbrink et al., 2010; Paauwe, 2009; Boswell, 2006). Second, this thesis attempts
to contribute to and extend existing literature from an international perspective by
66
including the state of the HR function in organisations operating in Pakistan, an area

that is under-researched, thus far.
The concept of a strategic role of the HR function is ambiguous and contested in

literature which leads to debates on the existence, utility and implications of this role.
Studies reviewed highlighted contrasting opinions on the strategic role of the HR
function. On the one hand, authors suggest that a strategic role of the HR function is
desirable and aspired, but on the other hand, evidence of presence of a strategic role is
partial and inconclusive. Additionally, there is a disagreement on what constitutes as
conclusive evidence of a strategic role. However, a range of factors have been cited as
evidence of a strategic role including a seat on the Board of Directors, representation
on management committees, career background of the HR Head, direct reporting
relationship with the CEO, proactive and long-term HR initiatives, alignment of HR
strategy with organisational strategy and participation of the HR function in strategy
formulation. Despite the multiplicity of the factors cited, extant literature appears to
lack in some ways, on a coherent and integrated study in which the analysis of several
factors is integrated. Thus, the need to conduct a wide ranging and comprehensive
study, capturing all the dimensions reviewed in the study of literature in this chapter is
quite evident.
We attempt to address this theoretical gap in our research by
assimilating the disparate factors in one study, with the aim to capture a holistic and
comprehensive understanding of multiple, yet interlinked indicators that can provide
evidence of the presence of a strategic HR role (or otherwise).
Further, to develop an understanding of how and why the HR function adopts

particular roles, we reviewed the literature on devolution which revealed the issues
and conflicts that either impede or facilitate the adoption of a strategic HR role.
Firstly, we analysed that devolution is interpreted in a diverse and often conflicting
manner by the HR and line management which moderated the assumptions of strategic
value of the HR function. Secondly, there is contradictory evidence in extant literature
on the efficacy of devolution as a factor that can influence the strategic HR role.
Thirdly, distinct HR practices exhibit various levels of devolution across the HR-line
relationship based on multiple dimensions of devolution like decision making,
implementation and the financial and expertise power. Also, in order to address the
theoretical debate on the conflicts confronting the process of devolution, we examined
67
the reasons that underpin such conflicts and thus either impede or facilitate the process
of devolution.
The investigation into the prescriptive and empirical literature on the structure and
skill-set of the HR function revealed certain tensions. Firstly, despite the prescription
of a division in the specialist and generalist responsibilities of HR, empirical literature
is inconclusive on the benefits that can be derived from such a structure. Secondly,
the role of the business partner is considered by certain authors as the future of the HR
function, yet how it contributes strategic value is still being debated in empirical
research without much conclusive evidence. Some researchers have pointed to the
problems that are created due to the institution of such a role. Thirdly, the range of
skills for HR personnel identified in literature is quite extensive and appears to lack a
causal link with the strategic HR role. By addressing these tensions in our research,
we attempt to evaluate the influence of the HR structure and skill-set of HR personnel
on the role adopted by the HR function.
Hence, this review of literature informs our research in the following ways. Firstly, in
line with our research agenda, we developed a preliminary understanding of the
subject understudy. Not only did we identify the themes, debates, antecedents and
implications of the strategic HR role to be performed by the function, we highlighted
the empirical trends as reported in literature. Secondly, the gaps within theoretical and
empirical literature were identified. Finally, by conducting a multi-faceted review on
the evolution of the HR function, the indicators which provide evidence of a strategic
role, the influencing factors and their contribution towards impeding or facilitating the
adoption of a strategic role by the HR function and HRM in Pakistan, we developed a
comprehensive and integrated framework for our research. It is hoped that this
integrated approach to researching the HR function and its role will add to the debates
in international HRM on the state of the HR function and its role in Pakistan, more
specifically the case-study organisations (see figure 2.1).
68
Figure 2.1: Theoretical framework

Country context
Strategic indicators
HR Head profile, CEO support, HRs initiatives, HRs alignment
with strategy, HRs involvement in strategy formulation
Banking
sector
The HR function and its role
Devolution
HR Structure
Influencing factors
69
HR skill-set
Organisational
contingencies
Chapter 3: Context of Study: The banking sector in Pakistan

3.0. Introduction
In this chapter we attempt to contextualize our study of HRM in the banking
sector which is embedded in the labour market dynamics and the economic, sociocultural and political fabric of Pakistan. This will enable us to highlight the
influence of the country and sector specific factors on the state of the HR function
and the role performed by it in the case-study banks.
This chapter is divided into six sections. The first three sections attempt to capture
the country specific information while the later sections sketch the dynamics of
the banking sector. Section one briefly highlights the demographic statistics of
Pakistan and describes the current economic position through an analysis of
various economic indicators. Section two discusses the labour statistics and
focuses on the initiatives taken at the government level to enhance the literacy rate
and to produce a skilled and professional labour force. Section three elaborates on
the socio-cultural factors that have led to the creation and development of a
distinctive corporate culture in Pakistan. Section four introduces the banking
sector of Pakistan through a description of the various stages of its development
and section five highlights the role and influence of the banking regulator (State
Bank of Pakistan, SBP) in introducing and monitoring the reforms. The last
section evaluates the character of privatization reforms on the banking sector with
a focus on the implications for the employees and the Human Resource Function
in particular, which is followed by the conclusion.
3.1. Country business profile

Pakistan has witnessed cyclical highs and lows over the years in its economic
development and political conditions which include security issues (last 10 years)
because of the war on terror being fought in neighbouring Afghanistan. The
political environment of the country is dominated and affected by the corrupt and
powerful elite politicians in the absence of strong institutions which has acted as a
catalyst in destabilizing the economic and social conditions.
70
Due to its strategic geographical placement, at the crossroads of major trade

corridors, Pakistan can gain access to international trade which can aid it in
becoming a strong economic power. It shares its borders with India, China, Iran
and Afghanistan and touches the Arabian seaport as well. Pakistan consists of
four provinces namely Punjab, Sindh, Balochistan and Khyber Pakhtunkhawa,
along with the disputed territory of Kashmir. Pakistan is a multi-cultural country
with various ethnic groups that include Punjabi (44.68%), Pashtun (15.42%),
Sindhi (14.1%), Saraiki (8.38%), Muhajir (7.57%), Baluchi (3.57%) and others
(6.28%)5. Muslims constitute 96.4 percent of the population while the remaining
3.6 percent people are mostly Hindus or Christians. Additionally, the political
process in Pakistan was derailed by long periods of military dictatorship (four
times in its history of 65 years) which resulted in the destabilization of its
economic policies. The last two dictators ruled the country from 1977 to 1988 and
from 1999 to 2008.
A review of the economic conditions in Pakistan shows that the economy was
dominated by the agricultural sector in the past but over the last few years the
services and manufacturing sectors have grown significantly and were a source of
development for the economy (Alam, 2010). An examination of other significant
economic indicators reveals that the official unemployment rate over the past five
years has averaged at six percent but this should not be considered as a good
indicator of unemployment as a significant number of people included in this
percentage are engaged in the informal sector. Also investment as a share of the
GDP was high, up until 2005 due to many fiscal adjustments and privatization of
the telecommunication, banking and energy sectors.
To fully understand the economic situation in Pakistan view briefly review the
major economic indicators and their trends including GDP per capita income,
foreign direct investment (FDI) and inflation.
The source for the tables and
figures below and their related trend information are multiple Economic Surveys
published by the Ministry of Finance in Pakistan6.
5
CIA World Factbook

http://www.finance.gov.pk/survey_0910.html
71
Figure 3.1: GDP growth rate of Pakistan (%)
The GDP of Pakistan showed significant growth from 2002 to 2005 (figure 3.1)
due to the stable political and economic policies in addition to the good output
from the services sector, especially the financial sector. However, a sudden
decline in the following years is attributed to the rising energy prices along with
the economic problems caused in the past, by the 2005 earthquake which took its
toll on the rescue and rebuilding efforts. Despite these problems, growth in the
service and industrial sectors (specifically construction) between the years 20052007 helped in maintaining some degree of growth (Alam, 2010). The continuous
reduction in the growth rate from 2007 onwards until 2009 is attributed to the law
and order situation, power outages and the consequent loss of working hours. The
decline of exports, the expensive war on terror and the rise in oil and commodity
prices during the years 2008 and 2009 worsened the economic conditions further.
From then on until 2012, the role of the agricultural sector and the service sector
(figure 3.2 and Table 3.1) helped to improve the GDP rate in the country.
Figure 3.2: Contribution of different sectors to the GDP of Pakistan (%)
Source: Pakistan Economic Survey 2011-2012
72
Table 3.1: Sectoral contribution to the GDP growth (%), 1999-2012
Additionally, the tensions in the political arena are still translating into the low
economic growth rate but some efforts to improve the structural deficiencies such
as those related to human resource development, privatization of state-owned
enterprises and legislation related to taxation helped Pakistan in 2011-2012 to
recover somewhat from the otherwise deepened economic crisis (Economic
Survey, 2012). It should be noted that some of the issues confronting Pakistan on
the economic front are a direct result of the global economic crisis which include
the rise in international oil prices, the financial crisis and the higher costs of doing
business.
Figure 3.3: Per capita income ($) of Pakistan
73
The second economic indicator, the per capita income7 (see figure 3.3) showed a
positive growth trend with an increase from USD 724 in 2004-05 to USD 1,372 in
2011-12. This increase is attributed to the rise in real GDP growth, worker
remittances and a somewhat stable exchange rate. The third economic indicator,
Foreign Direct Investment (FDI) is stated to be a key factor in the improvement of
economic conditions, especially in developing countries (Hussain and Kimuli,
2012). However, countries with a stable economic environment, availability of
skills and a well-structured financial sector are found to attract more FDI than
others. In Pakistans case, FDI has steadily decreased from 2007 onwards (see
table 3.2), and Pakistans telecommunication sector appears to be the most
significant recipient of FDI in-flows with the financial sector close behind in
second position. This is because of the extensive liberalization and privatization in
these sectors (Khan and Khan, 2011). The overall decrease in FDI is attributed to a
number of factors which include the global economic crisis, lack of a stable
infrastructure (especially in the energy sector) and the overall political instability
in the country.
Table 3.2: FDI inflows in Pakistan ($ millions)
Year
Greenfield
Privatisation
Total FDI
Private
Investment
Proceeds
2001-02
357.00
128.00
485.00
-10.00
2002-03
622.00
176.00
798.00
22.00
2003-04
750.00
199.00
949.00
-28.00
2004-05
1,161.00
363.00
1,524.00
153.00
2005-06
1,981.00
1,540.00
3,521.00
351.00
2006-07
4,873.20
266.40
5,139.60
1,820.00
2007-08
5,276.60
133.20
5,409.80
19.30
2008-09
3,719.90
0.00
3,719.90
-510.30
2009-10
2,150.80
0.00
2,150.80
587.90
2010-11
1,634.8
0.00
1,634.8
344.5
2011-12
812.6
0.00
812.6
(46.9)
2012-13 Jul-Jan.)
525.1
0.00
525.1
137.1
Total
23,864.0
2,805.60
26,669.6
2,759.4
Portfolio
Investment
Source: Board of Investment Government of Pakistan
Measured as Gross National Product at market price in dollar term divided by the countrys
population
74
The fourth indicator, inflation, is critical in assessing the economic conditions in

Pakistan as it consistently registered an increase from 2008 onwards. Many
developing economies inclusive of Pakistan witnessed a gradual increase in the
commodity prices. In Pakistan, high food prices were a result of the staggering
inflation which is measured through an analysis of the Consumer Price Index
(CPI). Some reasons leading to inflation include the floods in 2010 which resulted
in a disruption in the supply side of the economy, causing high inflation.
Moreover, high international fuel costs and a rise in the international food prices
coupled with the falling value of the Pakistan currency, in the international
markets significantly contributed to the upward inflationary trend between 2007
and 2010. Inflation has been climbing from 7.7% in 2007 to more than 13% in
2011. By the end of 2012, the inflation rate was around 12% and while income
inequality is somewhat high, poverty has declined.
As can be seen from the statistics below (table 3.3), Pakistan was able to curb the
inflationary trend in 2010 through its strict monetary policy; also the latest
economic survey of Pakistan (2012) forecasts that inflation might decelerate to
some extent due to better output in the agrarian market and the streamlining of the
supply chain factors. At a global level, steps are being taken to lower commodity
prices but the implications for Pakistan will only be positive if it strengthens its
output, attracts valuable investments and cooperates with other nations at a regional
level to cater for the growing population of the country.
75
Table 3.3: Core inflation in Pakistan

Year
General
Food
NonCore
(Base year: 2000-01 = 100)
Food
1991-92
10.58
10.64
10.52
10.52
1992-93
9.83
11.74
7.81
7.5
1993-94
11.27
11.34
11.22
10.9
1994-95
13.02
16.67
10.17
10.7
1995-96
10.79
10.13
11.34
10.9
1996-97
11.80
11.89
11.73
11.4
1997-98
7.81
7.65
7.94
7.5
1998-99
5.74
5.90
5.61
4.5
1999-00
3.58
2.23
4.69
3.5
2000-01
4.41
3.56
5.09
4.2
2001-02
3.54
2.44
4.28
2.0
2002-03
3.10
2.89
3.24
2.5
2003-04
4.57
6.01
3.62
3.8
2004-05
9.28
12.48
7.10
6.8
2005-06
7.92
6.92
8.63
7.5
2006-07
7.77
10.28
6.02
5.9
2007-08
12.00
17.65
7.90
8.4
2008-09
20.77
23.70
18.45
17.6
.18.45
2009-10
11.73
12.47
11.12
11.0
2010-11
13.92
17.95
10.53
9.7
Note: (I)
CPI 1990-91 base year services converted into base
year 2000-01
Source: Economic Survey of Pakistan 2012
(II)
Core Inflation is defined as overall inflation
adjusted for food & energy

3.2. Labour market conditions
In this section we highlight the labour market conditions prevailing in Pakistan
with a focus on the total population, its bifurcation into employed/unemployed and
further within the employed category, skilled and unskilled workers. We also
identify the initiatives undertaken at the macro level by the government and other
agencies to increase the literacy rate. This discussion is important because it
indicates the increased emphasis on developing an educated and skilled workforce.
According to the Economic Survey of Pakistan (2012) the population of Pakistan
conditions increased to 180.7 million in 2012, with a growth rate of 2.03 percent.
76
Table 3.4: Employment trend in the civilian labour force (Million)

Year
2005- 06
2006-07
2007-08
2008-09
2009-10
2010-11
Labour
50.05
50.33
51.78
53.72
56.33
57.24
Employed
46.95
47.65
49.09
50.79
53.21
53.84
Unemployed
3.1
2.68
2.69
2.93
3.12
3.40
force
Of the 180 million population, the total formal registered labour force consists of
57.2 million people, of whom 53.84 million people (see table 3.4) are employed
and 3.4 million are unemployed with a total unemployment rate of 5.9%. The
agriculture/forestry/ hunting and fishing sectors generate the most employment in
the country and are closely followed by the manufacturing sector. The former
cluster of sectors and community/social and personal services sectors are the two
areas where the participation of female workers is higher than male workers (see
table 3.5).
Table 3.5: Employment trend by industry (%)
Further according to the Economic Survey of Pakistan (2012) the country exports
a large percentage of its skilled and unskilled labour force to other countries such
as the UAE, Europe and Canada. The statistics show that approximately 1.6
million workers are registered for overseas employment and almost 45% of these
77
are unskilled labourers while the remaining are either highly skilled or skilled.
Overseas employment is considered as a reason for the brain-drain Pakistan is
experiencing since many highly skilled workers pursue opportunities abroad.
According to Sajjad (2011), in order to battle this intellectual brain drain, Pakistan
introduced policies to attract these professionals back into the country. Examples
are policies of the Higher Education Commission of Pakistan (HEC), to hire
foreign faculty members (Pakistan origin), to introduce new and innovative ideas;
also, research networks were established to invite expatriates as consultants, to
train the faculty.
Table 3.6: Literacy rate in Pakistan (%)
The literacy rate in the country is currently 58% (see table 3.6) with Urban areas
ahead of the rural areas. The urban literacy rate is 74% compared to 49% in the
rural areas. Additionally, the gender literacy gap is wider in the rural areas where
only 35% females are educated as compared to 63% of the male population. In the
urban areas the difference in male and female literacy is 14%, with the male
population being more literate. Moreover, the 2009 National Education Policy set
an ambitious target of attaining an 86% literacy rate by the end of 2015 but the
primary obstacles are low literacy areas in rural Sindh, Baluchistan and Khyber
78
Pakhtunkhawa. The policy intends to upscale the ongoing programmes which are
focusing on increasing literacy in adults and non-formal education to achieve the
universal primary education objectives by reducing the dropout rate. Further, the
HEC is focusing on increasing the higher education rate in the country by
sponsoring a large number of Pakistanis to obtain education in highly reputed
foreign universities in all major disciplines like computing, basic sciences, social
sciences, engineering and business management. A number of scholarship
programmes have been initiated for this purpose and a strong focus is placed on
increasing the number of PhDs in the country. Table 3.7 shows the statistics of
individuals who have proceeded abroad through HEC programmes.
Table 3.7: Scholarships provided over the years
3.3 The national and corporate culture as an indicator of the socio-cultural

conditions
In this section, we discuss the factors which define and influence the socio-cultural
conditions of Pakistan. The four provinces of Pakistan, each harbour distinct subcultures based on their history and cultural evolution. The key languages spoken in
Pakistan are Urdu (national language), Punjabi, Saraiki, Pashto, Baluchi, Hindko,
Sindhi, English and Kashmiri (Government of Pakistan, 2013a). English is the
official language which is used in offices, schools and universities as the medium
of communication.
A study of the socio-cultural factors reveals that Pakistan has
a close knit family structure with the senior males being the head of the household
and the family providing the basic support system for individuals. The importance
79
of keeping face is very high and respect for ones religious and cultural traditions is
also high. There is a strong dependency on the male head of the family who is
expected to be the breadwinner of the family (Khilji, 2003). Women are
traditionally expected to be the home-makers but a considerable percentage of the
Pakistan female population is now engaged in the employed labour force because
of the growing inflation and expenses. A strong kinship culture is dominant in the
society because of the prevailing collectivist culture and a high power distance
which often promotes nepotism (Islam, 2004).
Further, the corporate culture and the way HRM is organised plays an important
role in understanding how business is conducted in a particular country.
Multinational corporations (MNCs) play an important role in shaping the
organisational culture (Khilji, 2003); this holds true not just for Pakistan but
MNCs can affect the way businesses are conducted in any developing country,
according to Reiter and Steensma (2010) and Caves (1996). MNCs bring in FDI,
expertise, technology and new employment opportunities for the host country
which can improve the economic environment. Pakistans FDI is directly linked,
among other macro/micro economic factors to the quality of the human capital in
the country (Hakro and Ghumro, 2011).
The corporate culture of Pakistan has emerged out of a combination of

bureaucracy and formalisation, stemming from its cultural, religious and political
outlook and extensive deregulation and privatization in the 1990s. Deregulation
and privatization have played a major role in the restructuring of business
divisions of companies especially in the private sector to come at par with the new
styles of people-management in the 21st century. However, HRM in Pakistan is
still in the development phase according to Khilji (2004) and generally, the
corporate culture is formal with strict hierarchies in most companies and a high
degree of centralised processes, especially those related to HRM. There are
usually rigid procedures/ processes related to strategy formulation and importance
of seniority and experience is high. Authority figures are respected and titles are
important where power is concentrated among the top few people in the hierarchy
(Islam, 2004).
80
Khilji (2003) and Qureshi (1994) suggest that senior management develops and
applies HRM practices without consulting the employees as the corporate culture
is quite assertive and competitive where authority figures are highly respected.
Khilji attributes this behaviour to the elitist culture present in companies where
those in power are protected. Thus, there is a high power distance which is
supported by Harris et.al (2003) which highlights that, in Hofstedes (1991)
cultural dimensions, Pakistan is high on power distance and uncertainty avoidance
and medium in masculinity. While significant power distance also exists in other
countries of the world like Singapore, Malaysia, Philippines, and Thailand
(Torrington and Huat, 1994), in Pakistan, power distance is most apparent in the
gap between middle and lower management and the top management.
This
power distance and masculinity also create communication gaps within the
hierarchies that sometimes result in distrust amongst managers and employees.
Further, there is a lack of motivation for senior employees to train new employees
and overall, the implementation of merit based recruitment (preference to
referrals) and training strategies is ineffective (Irshad and Toor, 2008).
3.4. The banking sector of Pakistan

This section explores the banking sector in Pakistan to provide a contextual
understanding of the environment, the reforms and the policies under which the banks
are currently operating in Pakistan. The banking sector around the globe has been
characterized in recent decades by widespread regulatory, technological and
competitive shifts. These shifts have largely been a juxtaposition of large-scale
deregulation coupled with increased scrutiny and monitoring of other aspects of
banking operations.
In Pakistan, the financial sector has contributed to the economic well-being of the
country since the countrys inception in 1947 (Zaidi, 2005). The sector includes
commercial banks, specialized banks (Islamic banks, investment banks and
agriculture banks), national saving schemes, insurance companies, stock
exchanges, leasing companies, development finance institutions, corporate
brokerage houses and microfinance institutions. From amongst these sub-sectors,
the banking sector, on which our research focuses, currently performs three main
functions which include the mobilization of savings, the facilitation of a payment
81
system and the allocation of funds to stakeholders.
According to the World
Economic Forum report (2009), banks in Pakistan constitute for 95% of the
financial sector and the country is ranked 48 in financial stability and 46 in banking
soundness and health from amongst 55 countries included as the unit of analysis in
this report.
The recent history of Pakistans banking sector can be divided into three distinct
evolutionary stages, namely pre-nationalization (1947-1974), nationalization
(1974-1991) and privatization and deregulation (1991 onwards).
Each stage
presented different challenges for the development of the banks in both financial
and management terms. After its independence in 1947, the first issue the State
Bank faced was the creation of the national banking system for which it
recommended the institution of a banking institution to serve as an agency to the
State Bank. This resulted in the establishment of the National Bank of Pakistan
under an ordinance in November 1949; this bank became sufficiently strong by
1952 to take over the agency function previously performed by the Imperial Bank
of India. Further, in 1962, a comprehensive banking law was formulated to guide
the development of the banking industry and to ensure that the interest of the
depositors was guarded.
In the early 1970s, under a second stage of nationalization, fourteen domestic

commercial banks were consolidated into five banks which were all put under
government ownership. Subsequently, a Pakistan Banking Counsel (PBC) was
established to monitor the nationalized banks and the State Bank of Pakistan
continued in the role of the regulator. Some objectives of the nationalized banks
were to distribute credit fairly, direct lending to certain developing sectors,
improve efficiency of the banking sector and abolish mal-practices (Nawab et al.
2010). However, it became clear by the end of the 1980s that the banking sector
was failing to achieve these objectives and instead the banks were catering only to
the needs of the government organisations. Further, the nationalization period
witnessed an increase rather than a reduction in the mal-practices due to
intervention by the political and industrial elite in the society. As a consequence,
the small and medium enterprises, the housing sector and the agricultural sector
were ignored and individuals in the middle class and the low income group had
82
limited access to credit.
The flow of credit was directed to meet the credit
requirements of the 21 influential industrial and feudal families, who had by then
started to dominate the economic activity in Pakistan (Baig, 2000)
The state owned banking sector faced many problems as it was protected from
competition, had budgetary constraints and suffered from significant political
influence. These problems included over branching, high administration costs, poor
customer service, over-staffing, poorly trained human resource,
under-
capitalization, small product range and a huge portfolio of nonperforming loans

(NPL) because of a low recovery rate (Akhtar, 2007). In addition, the banking
industry was taxed at a high rate of 58% compared while the rest of the corporate
sector that paid 35% taxes only. These problems resulted in increased operational
costs for the banks and reduced their efficiency, thereby negatively affecting the
returns. According to the World Bank (1996), the banking sector in Pakistan with
approximately 50 customers per employee, was overly-staffed compared with any
other county.
In the scenario described above, an economic reform programme
was launched by the Government of Pakistan under which the Nationalization Act
was amended and the ownership of the banks started shifting from the public to the
private sector.
Starting in 1991, a policy of deregulation and privatisation was
implemented. According to Khan (2007) this policy was aimed at enhancing the
performance and strengthening the position of the banking sector.
In Pakistan, banks were privatized for two reasons: (i) to improve the efficiency of
the banking sector and; (ii) to meet the requirements for funding by The World
Bank and the International Monetary Fund (IMF) (Nawab et al., 2010). They add
that the aims of privatization included improvement in the operations, allocation of
resources due to greater competition, reduction in the political influence which had
introduced inefficiencies and strengthening of the weak corporate governance
structures.
The privatization of the banks was managed through different mechanisms;

Muslim Commercial Bank was sold to the National Group for a price of Rs. 838.8
million and as part of the agreement the first 26% of shares were sold to MCB
management and 25% of the shares were floated to the public. Unlike MCB,
83
Allied Bank was not bought by a strategic partner but was instead sold to the
management by offering employee stock ownership plans. In September 1991,
about 26% of shares were sold to ABL employees and in August 1993 another 25%
shares were sold to ABL management. In parallel with the privatization policy, the
government also started deregulation of the banking sector due to which ten new
banks were given licenses to start their operations in 1991 (Baig, 2000).
In addition, to ensure smooth transition of the public sector banks to the private
sector, professional bankers from the private sector and foreign banks (within
Pakistan and abroad) were appointed to restructure the banks and to prepare the
ground work for privatizing the. The Banking Companies Ordinance (1962) and
the State Bank of Pakistan Act (1956) were reinstated to restore the powers of the
central bank that strengthened its control and supervision of the banks and ensured
the development of corporate governance frameworks for the banks. After the
introduction of the reforms, banks were allowed to lend to small private enterprises
and to introduce new segments, products and services like consumer banking and
mortgage financing (Hussain, 2005).
Moreover, to make the privatization policy successful, the Government of Pakistan

in the late 1990s injected Rs. 56 billion into the public sector banks and closed
over 2000 unbanked branches (Ibid., 2005). These branches were located in far
flung rural areas and essentially existed only on paper. By the end of 2002 the
banking sector had completely transformed (refer to table 3.8). The share of the
private sector banks increased to 45.5 % and that of the public sector fell to 41.3 %
from 92.2 % in 1990. The share of the public sector banks in the deposit base of the
banking system also reduced to 43.5%. This pace of transfer of ownership from
the public to the private, in the banking sector is almost unparalleled across Asia
Pacific and probably globally (Merrill Lynch, 2006). By June 2010 the banking
sector comprised of 47 commercial banks which included seven foreign banks, 26
local private banks, four public sector commercial banks, four specialized banks
and six Islamic banks. These banks had a total of 9,087 branches throughout
Pakistan.
84
Table 3.8: Dynamics of the banking sector in Pakistan

Number
1990
Amount in Rs. (billions)
2002
1990
2002
Share in percentage
1990
2002
Assets
Public
Private
392.3
16
877.6
92.2
968.3
41.3
45.5
Foreign
17
17
33.4
280.9
7.8
13.2
Total
24
38
425.6
2126.8
100
100
329.7
721.9
93
43.5
Deposits
Public
Private
16
754.2
45.4
Foreign
17
17
24.9
184.1
11.1
Total
24
38
354.6
1660.2
100
100
Source: Khalid (2006).
3.5. The role of the State Bank of Pakistan during the privatization stage
Here we discuss the initiatives undertaken by the State Bank of Pakistan to
strengthen the operational and management capacity of the banking sector. The
initiatives broadly fall under three categories, namely operational reforms,
management reforms and regulatory reforms.
Wide-ranging reforms were
introduced by the SBP to ease the process of privatization in the banking sector and
as a first step it focused on restructuring the banking operations and deregulating
the sector (Akhtar, 2007). As a consequence of the deregulation policy, in 1990
the SBP reduced the barriers for entry of new banks and issued a large number of
licenses which allowed foreign banks to establish local subsidiaries while keeping
a strategic holding of 49% shares. The SBP also made compulsory an investment
of USD 5 billion for foreign banks to initiate their operations and they were
allowed to fully own their subsidiaries. As highlighted in chapter two, the foreign
banks had far reaching implications for the domestic banks in terms of the HR
policies, procedures / processes and systems.
In the category of operational reforms, the SBP removed the ceilings and floors on
the interest rate and abolished the concessional lending schemes from which the
elite feudal and 21 influential families had benefitted in the nationalization era.
85
According to Akhtar (2007) and Hussain (2005), for the facilitation of debt
recovery, the State Bank of Pakistan in collaboration with the Government of
Pakistan established the Committee for Revival of Sick Industrial Units (CRSIU)
and the Corporate and Industrial Restructuring Corporation (CIRC).
Further, to expand the reach of the banking sector to the under privileged / under
represented sectors and segments of the society, the SBP took measures to
encourage microfinance banking and Islamic banking. The SBP supported the
microfinance ordinance 2001 and provided strict regulation and legal framework
for the microfinance banks. Till now the SBP has allowed operations of six
microfinance banks and has supported Islamic banking by allowing five Islamic
banks to operate as specialized banks.
This led to an opportunity for the
commercial banks to diversify into new product markets like Islamic banking and
to target low income depositors and small investors / entrepreneurs.
Further, a detailed set of guidelines on risk management were issued by the SBP to
provide guidelines to banks in securing themselves from risks; these guidelines aid
in identifying, measuring, monitoring and controlling risks (SBP, 2007; Akhtar,
2007). To enhance operational efficiency, the SBP introduced technology into the
banking operations which optimized the performance of the banks.
The
technological initiatives included putting the Credit Bureau online and providing an
e-solution to reconciling the gross settlement in real time (RTGS), establishing a
shared ATM network and e-clearing house and the introduction of online
automated branches to collect utility bills, payments and remittances which
reduced both time and cost for the customers and the banks.
In the category of management reforms, for effective liberalization, the SBP

introduced a comprehensive regulation and best management practices guide which
was consistent with international standards. It also created a criterion through
which it instituted professional management in the banks and monitored the
appointment of board members. Moreover, for enhancing management efficiency
of the banks, the SBP initiated a four step plan which included the establishment
of a management team, induction of board of directors, appointment of external
auditors and appointment of supervisors by the banking regulator (SBP Review,
86
2006). Further, to increase the transparency in the banks, the SBP ensured that the
code of ethics and other corporate governance reforms was followed in accordance
with the International Accounting Standards and it directed banks to release
financial statements to the public on a quarterly and half yearly basis.
In the category of regulatory reforms, the Committee for Revival of Sick Industrial
Units (CRSIU) and the Corporate and Industrial Restructuring Corporation (CIRC)
were formed to regulate the recovery of non-performing loans; as a consequence
debt amounting to Rs. 15.1 billion was recovered.
In addition, a cell of the
National Accountability Bureau (NAB) was established in the SBP to process the
cases of wilful defaulters.
Also, banking courts were established for speedy
disposal of bank default cases, the SBP passed an anti-money laundering law and
introduced a new corporate bankruptcy law (Akhtar, 2007).
Moreover, the SBP
has started banking surveillance to keep a strict check on the banks and for the first
time in the history of Pakistan the banking license of one of the commercial banks
which was found in violation of the prudential regulations and norms was cancelled
after following due process (SBP, 2010).
3.5. Character of privatization in the banking sector

To assess how the banking sector may have altered its development, we highlight
the effects of the initiatives undertaken during the privatization era, in this section.
Extant research suggests that the positive effects of privatization such as efficiency,
competition and improved processes emerge over the long-term. Hence Khalid
(2006) states that it would be erroneous to conclude that privatization did not add
any value in the case of Pakistan. Further, empirical research by Burki and Ahmad
(2010; 2011) shows that in the long-run, through effective corporate governance
mechanisms privatization can indeed add value to the banking sector in Pakistan.
Under the reforms, five public sector banks launched their voluntary separation
schemes and approximately 21,996 bank employees were released under these
schemes, between 1997 and 2003 (Khan et al., 2011).
The overstaffing in
branches, over the years was due to the pressure placed by the ruling political and
feudal elite who got their own people hired in the banks.
In return, these
individuals patronized them (politicians and feudal), by sanctioning their loans; this
87
resulted in the non-performing loans (defaulters) that affected the profitability of

the public sector banks (Ibid., 2011). Thus, to rationalize the cost structure of these
banks 814 non-performing bank branches were closed in the first phase and then
from 2001 to 2003 another 1,122 branches were closed.
These reforms transformed the banking sector into an effective and competitive
one; according to a World Bank report, the banking sector in Pakistan is given
second rating in performance amongst South Asian Countries. Further, according
to (Saleem, 2009), Pakistans banking sector has remained remarkably strong and
resilient, despite facing pressures emanating from weakening macroeconomic
environment since the late 2007. Fitch Ratings (Ibid., 2009) describe that the
Pakistani banking system has gradually evolved from a weak state-owned system
to a healthier and active private sector driven system over the last decade.
However, in 2008 due to the overall decline in the economy and growth rate of the
country, the banking sector witnessed a slowdown in its growth rate and in October
2008, the deposits fell to Rs. 3.67 trillion.
A total of 12 mergers between various banks took place between 2000 and 2005
and a total of 40 mergers have taken place till now (Hussain, 2005). The SBP
facilitated the merger and acquisition of small struggling and sick banks and many
foreign banks, for financial stability. This led to a change in the banking sector as
the number of private banks increased and the number of state owned and foreign
banks reduced. According to Khan et al. (2011) these mergers and acquisitions
aided banks to meet the requirement of minimum paid up capital but they lead to
downsizing causing low employee motivation levels.
In the last decade (2000-2010) the banking activities expanded in four major
sectors. These include corporate, small to medium enterprises (SMEs), agriculture
and consumer banking (SBP, 2011). This review reports that the support provided
to SMEs was due to their contribution to employment generation, poverty
alleviation, GDP growth and their success rate in other developed countries. A
Small and Medium Enterprise (SME) Bank was established to develop new
products and programmes for loans and new credit appraisal and documentation
techniques. Additionally, agriculture is an integral part of Pakistans economy as it
88
contributes approximately 66 % of the total earnings of the rural population and

around 60% of Pakistans exports. This sector constitutes 21% of the GDP and
43.4% of the total employment generation (Burki and Ahmed, 2011). Initially,
only specialized banks like the Zarai Taraqiati Bank were catering to the
agricultural sector but realizing the importance of this sector SBP authorized 14
domestic, commercial banks to deal in the agricultural loans. Consumer Banking
was as segment in which the banks had not penetrated in the past but to benefit
from the increasing purchasing power of the population till 2008, the commercial
banks started expanding in this sector (SBP, 2010). This resulted in more people
having access to consumer items on instalment basis. Further, the banking sector
continued to introduce new products and services to expand their product range;
foreign banks were able to become a significant player in this sector because of the
advantages from their global presence, use of superior technology and experience
(Merrill Lynch, 2006).
3.6.1. Effects of privatization on the human resource management function

and practices
In this section we specifically focus on the effects of privatization on the HR
function and its related activities, in the banking sector of Pakistan. The discussion
brings into focus issues such as employment opportunities, the emergence of an
educated workforce, the inclusion of foreign experienced employees in senior
management positions, the role of the newly introduced HR practices like
recruitment and retention for example and the challenges introduced by
technology. Where possible, examples of privatization and its affect on HRM in
other Asian countries like India and Bangladesh are also integrated in the
discussion. In Pakistan, post-privatization, the performance of the local banks was
overshadowed by the foreign banks; the weak performance of these domestic banks
was a result of the outdated systems and the inefficient resource allocation over the
past decades of nationalization (Burki and Niazi, 2009).
Related to the issue of job opportunities / employment, the effects of privatization

on employees appears to have rarely been given due recognition in empirical
research which predominantly focuses on those implications of privatization which
relate to efficiency and profitability. This can be attributed to the fact that it is very
89
difficult to measure the effects of privatization on employees (Galal, 1994) as the

related evidence is yet unclear. The impact on labour can be measured
quantitatively using measures such as the number of employee layoffs, number of
new jobs, amount of salary given and qualitatively using measures like working
conditions. There have been concerns in the past that privatization leads to a
reduction in the employment figures but many studies have proven otherwise.
According to Galal (1994), in most cases workers usually get the net welfare gains
as even the laid off workers are protected through social security programmes.
Additionally, Boubakri and Cosset (1998) suggest that there has been a record
increase in the employment, up to 10% in 57% of the privatization cases and
Megginson et al., (1994) contend that two thirds of the companies examined (61
companies in 18 countries) increased employment by 6% after privatization. On the
other hand, evidence exists of huge layoffs and decrease in employment due to
privatization, at least initially. Nonetheless almost always, privatization eventually
leads to development and growth, new job opportunities and increased
productivity.
In Pakistan, the government took measures to cushion the effect of privatization on

employees and in 1991 it signed an agreement with the All Pakistan State
Enterprise Workers Action Committee to safeguard the interest of the workers
(Khan et al., 2012). However, there was initially a large impact on the labour
because the state owned enterprises were usually overstaffed, with some employees
hired in contravention of the HR practices; they were given high salary packages
and benefits. After privatization, banks took measures to establish HR departments
on modern lines and hired qualified employees but their HR departments faced
many challenges to remove the overstaffed employees (SBP, 2006) while trying to
balance the effects on employee motivation.
Later, (in 2007) with the on-set of the global financial crisis and political unrest in
the country, the banking sector became stagnant and economic growth declined; to
contain costs in this environment, the large banks trimmed their workforce to lower
their operational cost. For example, one public sector bank brought the average
number of employees per branch down from 9.8 to 8.8 in 2009 and another
decreased it 12.5 from 16.7. However, the private domestic banks and foreign
90
banks that were following a growth strategy and were not overstaffed, raised the
employees per branch, hired new employees and opened new branches and their
business focus shifted from urban to rural areas.
On the issue of an educated workforce, the sudden increase in qualified

professionals in the industry was a consequence of the educational reforms which
took place in Pakistan between 2000 and 2010 (Khan et al., 2012). In 2001, the
education budget was increased for the first time and this continued to rise until
2008.
New universities and colleges were issued charters and the Higher
Education Commission of Pakistan (HEC) was created. Incentives were provided

to the private education sector which resulted in an increase in the number of
universities and colleges in different areas, especially in the fields of engineering,
medicine, chartered accountancy and business management.
Further, post-privatization a new category of employees entered the workforce.

They were Pakistani origin workers who had spent a large period of their career
working abroad (Hussain, 2007). Many new banks were sometimes forced to hire
complete management teams from other banks at double salaries and they pursued
experienced and dynamic individuals aggressively, to join their banks. Because of
the higher salaries, experienced bankers from foreign banks returned to Pakistan at
senior positions. Eventually the new and more educated workforce led to the
changes in the way the HR departments worked and the responsibilities they were
given to perform. One of the major changes in the HR processes after privatization
was the implementation of a merit based system for recruitment. This area was
previously neglected due to bureaucratic procedures and political intervention.
Furthermore, as a result of privatization and deregulation, the number of banks

increased and due to the competition employee retention became one of the biggest
challenges for HR departments of the banks. Additionally, according to Bhatti and
Qureshi (2007), effective HRM practices are one of the most compelling factors
that
determine
employee
retention
and
satisfaction,
especially
in
the
Telecommunication, Oil and Gas and Banking sectors of Pakistan. Khilji and
Wang (2006), Khalid, (2006) and Khan et al., 2012 support this view and state that
the most powerful indicator of good employee performance in the banking sector
91
of Pakistan were the emerging effective HRM systems that built an environment of
trust, support and commitment for the employees, through good leadership, merit
based systems and fair policies. They add that many banks in Pakistan, regardless
of their ownership, implement quite similar HRM policies that are considered the
best practices implemented in the west. However, even the presence of these
policies did not ensure organisational success because there was a significant
difference between the intended best HRM practices and the actual applied HRM
practices in the banking sector. Moreover, growing intra-group conflicts among
the employees in different commercial banks in Pakistan (post-privatization)
appear to be affecting organisational performance (Afzal, et.al, 2009).
The
conflicts emerged as a consequence of the newly inducted employee workgroups

(foreign bankers, young and more educated employees) at various hierarchical
levels in the banks. The incumbent employees who had been working in the sector
for decades viewed the new comers as threat to their survival and progress.
Also, with new technology and increased global competition, the banking faced the
challenge of integrating technology into HR processes and systems which had by
then become a necessity for developing and implementing HR practices. The
inadequate attention on introducing technology oriented products, services or
processes can be attributed to the labour force which was not trained and
experienced enough to handle the transition (Anon, n.d.) towards increased market
pressures including competition, consumer satisfaction and innovation.
In the
past, due to the slow technological growth, especially post-liberalization of the

banking sector, there were inefficiencies in the sector (Rizvi and Khan, 2002)
related to the adoption of new technological processes to facilitate the use of
internet banking (Khan, 2007).
We look at the experience of privatization in the banking sector of India and

Bangladesh to substantiate the findings emerging from the literature reviewed in
the context of Pakistans banking sector. In the Indian banking industry, which
witnessed similar challenges, greater success of the private and foreign banks as
compared to the public and old private banks occurred due to the high profit per
employee ratio. Other factors included the increased use of technology in banking
operations and better salary packages; these factors enabled the banks to offer
92
better products / services and to attract talented employees (Uppal, 2011).

Additionally, faced with the common challenge of growth in technology
applications, employers and unions in India that had experienced less favourable
relations in the past, mutually focused on building HR systems to promote
organisational commitment and improve performance (Mankidy, 1996; Sathye,
2005). In the case of the Bangladesh banking industry, the privatization initiative
not only led to attracting the right people with the relevant qualifications but it also
strengthened the HR practices and systems to inculcate a culture of learning and
growth, to train employees for the changing market conditions (Rehman, 2012).
3.7. Conclusion
In conclusion, a review of literature specific to Pakistan highlights some important
aspects related to this research. Firstly, the statistics presented emphasise that if
institutions are strengthened and corruption is controlled, there is a potential for
Pakistan to grow as an emerging economy. This is because it has a population of
180 million which provides a large consumer market for organisations and it has
the resources to attract foreign investment.
The economic situation assessed
showed that till 2006-2007 the major economic indicators illustrated a positive
trend, there was a shift towards the service sector from the traditional agricultural
sector and structural deficiencies were improved through privatization, legislative
acts and investment in human resource development.
Further, extensive
liberalisation and privatization in the telecom and banking sector resulted in

increased FDI in these two sectors despite an overall decline in the rate of FDI. In
the years subsequent to 2006-2007, the unemployment rate increased steadily while
the economic indicators started to decline.
However, the education sector
continued to show improved performance with many schemes launched for the
return of educated Pakistanis abroad and other schemes providing the public at
large, with scholarships (after due process) for higher studies, across major
disciplines in foreign countries. In a similar attempt the sectors that were being
privatized and deregulated tried to attract educated Pakistani professionals working
abroad.
Just as was witnessed in China and other developing countries, including India, the
MNCs played an important role in defining the emerging corporate culture in
93
Pakistan. Studies on outcomes of privatization in India found that increased

competition (post-deregulation and privatization) led to the adoption of modern
management philosophies and modern HR practices (systems). In general, the
modern corporate culture in Pakistan appears to be emerging from a history of
bureaucratic and formalised management processes that rely on strict hierarchy,
centralised HR processes, rules and regulations and encourage seniority and
experience. This history stems from the cultural / religious outlook of the society
and a cultural norm of high power distance. Further, the HR function appeared to
be in the developing stages in Pakistan with senior managers developing HR
policies and a lack of incentive for them to develop the young employees.
Related to the banking sector in particular, the discussion in this chapter highlights
three distinct stages in its evolution. In the pre-nationalization stage, the state
banking regulator (SBP) and the big five banks were established but in the
nationalization stage, they were placed under the public ownership, on the pretext
of operational inefficiencies, lack of security for depositors and inequitable
distribution of public wealth. However, after the initial one to two years, there was
evidence of an increase in mal-practices due to interventions by the elite politicians
and industrialists, overstaffing of the bank branches, poorly trained HR, ignored
customer services and the flow of credit to few specific segments of society.
In the post-privatization stage, there was an increase in the share of foreign and
private banks while the public sector banks witnessed a decreased market share
from 92.2 percent to approximated 45 percent. Additionally, the SBP introduced
reforms in the operational management and regulatory sphere due to which
competition increased, many mergers took place and technology was introduced in
the banks that resulted in the opening up of new markets and product segments.
Further, corporate governance frameworks were introduced, appointment of BoD
and management committees was made transparent, banking courts were
established and independent audit committees were introduced.
In the area of HR reforms, HR departments were established in the domestic banks

on modern lines, merit hiring practices were introduced and the adoption of best
HR practices that were quite similar across the banking sector occurred. There was
94
however, a gap evident in the intended and actual HR practices. There was also an
emergence of different employee categories in the domestic banks primarily, that
included young, professionally qualified employees and professional bankers who
returned from foreign banks and countries to work in Pakistan. However, this
resulted in intra-group conflict between incumbents and new hired employees in
the long established public sector banks where employees had been employed for
decades. The two challenges that confronted the HR departments at the on-set
included downsizing in the privatized banks that were overstaffed due to non-merit
hiring and the introduction of technology in most domestic banks in the sector
because of the out dated skill-set of employees. Similar lessons from privatization
and deregulation in the banking sectors of India and Bangladesh (in the same
region as Pakistan) also emerged from a review of the relevant literature.
Thus, it would appear from the above that there was a strategic need for policies of
privatization and deregulation in the banking sector of Pakistan but the resulting
structural and operational changes brought with them many operational and human
resource management challenges that continue to confront the banks. However,
the rapid growth of technology at the turn of the century, along with political and
economic instability in the country and an apparent incongruence between applied
and intended best HRM practices coupled with international and domestic
competitive market pressure present challenges for the banks.
95
Chapter 4: Research methods

4.0. Research background
The research was designed to understand the HR function and the evidence for the
presence and extent of a strategic role performed by the HR function in the case-study
banks in Pakistan. Furthermore, it sought to examine the influence of devolution, HR
structure and HR skill-set on the strategic orientation of the HR function by
interrogating data collected from a sample of eight case-study banks. We consider in
particular, the evidence which indicates the presence of a strategic role that is
diversely defined in literature (Brandl and Pohler, 2010), through certain dimensions
considered as the indicators of a strategic HR role. Also of interest is the level of the
devolution of HR activities to line management which is premised on a priori
information, to influence the strategic orientation of the HR functions role (Brandl et
al., 2009; McGuire et al., 2008; Renwick, 2003). In a similar vein the HR functions
structure and the skill-set of the HR employees is examined to identify their influence
in shaping the role of the function.
The objective of this chapter is to discuss the methodology adopted to collect, analyze
and report data in this research. A predominantly qualitative approach was employed,
involving the design of a case-study methodology and the undertaking of 85 semistructured interviews with HR Managers, senior managers, line managers as well as
industry experts, in order to provide multiple perspectives and to cater for the variation
in views of different stakeholders. This chapter is divided into eight sections; the first
four sections discuss the rationale for the study, the research design, philosophical
orientation and the case-study methodology adopted for conducting the research. The
remaining four sections describe the use of the interview technique, the measures
adopted to assess qualitative research, the ethical considerations and the techniques
used for data analysis.
4.1. Rationale for study and research questions

Truss et al. (2002) emphasise the need for an extensive study for the interpretation of
HR roles in the context of other internal and external factors which shape these
changes. Research on the HR functions role orientation has so far been conducted
96
primarily in the U.S. and European settings (developed economies). However, in the
case of Pakistan, no study which comprehensively investigates the HR roles or the
orientation of the HR function, in the context of the internal and external factors that
influence the role HR adopts, has been conducted thus far.
Hence, this gap in
literature makes the topic an interesting choice to study and the context of Pakistan a
contribution to existing research on HRM. To the best of our knowledge only a few
studies have been conducted in the general area of HRM in Pakistan (Khilji, 2012;
Khilji et al., 2010) and none specifically focuses on the strategic nature of the HR
Functions role orientation. Rather, previous research on HRM in Pakistan focuses on
the type of HR practices being employed (Khilji, 1999;2001) and the modes of
convergence and/or divergence for these HR practices in the global context (Khilji,
2002).
The rationale for selecting the banking industry to conduct the study lies in the
significant transformation it underwent between the mid 1990s and late 2000 which
resulted in significant changes in the HR function as well. Banking was considered to
be one of the most dynamic and growing sectors in Pakistan because of the combined
effect of a comparatively stable political environment and improved economic
conditions between 2000 and 2008. For the banking sector this meant a rapid growth,
entry of new banks due to the deregulation policy and an increased level of
competition with privatization of the big nationalized banks. Consequently, the banks
embarked on a reforms agenda in general which included massive restructuring in
organisation design and the implementation of the new policies. These policy changes
also impacted the HR department of the banks that introduced considerable changes
which included new HR policies and practices. We examine a sample of eight casestudy banks operating in Pakistan in order to draw a direct comparison and identify the
similarities and differences in the current state of the HR function and the extent of its
adoption of a strategic role orientation. The research aims to answer the following
questions:
1.
What is the current state of the HR function in the banking sector of Pakistan
and to what extent, if at all, is it performing what can be termed a strategic role?
2. How has the devolution of particular HR responsibilities to line managers (if at

all), influenced the HR functions intent to attain a strategic role orientation?
97
3. How have the characteristics of the HR structure and the HR skill-set

influenced the strategic role orientation of the HR function?
4.2. Research design strategy

The choice of a certain research methodology has profound implications for any
research. There is a great demand, especially in the field of management sciences for
research which builds knowledge of a phenomenon within a contextually rich
environment (Schell, 1992) which is what we attempt to do in our study. According to
Saunders et al. (2007) there are two types of research strategy namely quantitative and
qualitative research. The link between theory and research can be developed by
reasoning it through the inductive or deductive approach. In the deductive approach a
valid conclusion is drawn by following logical steps but in the inductive approach
different cases are studied leading to generalized results (Sekaran, 2009). Quantitative
research is deductive in nature and focuses on testing a particular theory while
qualitative research is inductive in nature and leads to theory generation (Teddlie and
Tashakkori, 2009). The deductive nature implies that the researcher on the basis of
known knowledge of a particular domain infers a hypothesis that is then subjected to
empirical analysis (Bryman, 2001, p. 8). The hypothesis is then translated into
researchable entities which dictate the form of data that should be gathered; hence the
sequence of steps is well defined.
Conversely, the inductive approach illustrates theory as the outcome rather than the
starting point of the research and involves the establishing of general propositions
based on observed facts while allowing for the findings to emerge from the recurrent
and dominant themes in the data. In our research the lack of much published data
limited the availability of any theoretical framework or empirical findings in the
context of the role of the HR Function in Pakistan and the factors that influence this
which justifies a greater reliance on the inductive approach. The adoption of this
approach aligns with the use of the inductive approach suggested by Bryman (2001) in
the cases where wealth of previous knowledge in the form of literature is inadequate.
However, an element of the deductive approach also exists in our research because the
key themes and variables used in developing the questionnaire were identified from
extant literature of the HR Function in the Anglo-Saxon context. Predetermined
categories were developed which represented various themes and sub themes prior to
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the interviews; these were derived from questionnaires in extant literature which is an
example of the incorporation of the approach of deductiveness. A combination of
both the approaches conforms to the position adopted by Saunder et al. (2007, p. 489)
who state that while you may commence either an inductive or deductive approach, in
practice your research is likely to combine elements of both (p.489). Also Bryman
(2004) and Ghauri and Gronhaug (2005, p.16) suggest that both the deductive and
inductive approach may be considered mutually inclusive because no research can
purely be grounded in either of the choices.
Comprehensive and rich data was
generated through primary and secondary sources from the eight case-study banks.
This particular research is primarily qualitative in nature.
Broadly defined, the
qualitative research strategy usually emphasises words rather than quantification in the
collection and analysis of data (Bryman, 2004) because researchers are searching for
understanding and extrapolation to similar situations. Quantitative researchers on the
other hand seek cause and effect relationships, prediction, and generalization of
findings (Hoepfl, 1997). Since the objective of this research is to understand the
extent of the strategic role orientation of the HR Function and how the HR structure,
HR skill-set and the relationship of HR with line managers influences the orientation
of the Function, the qualitative approach appeared more appropriate. Further, Yin
(2003), also propose the adoption of the qualitative research strategy when the aim of
a study is to understand phenomenon rather than to investigate cause-effect
relationships. Also, the qualitative strategy was chosen because it allows for enhanced
understanding of the phenomenon under study by incorporating multiple stakeholder
views through in-depth interviews. In this research the views of the participants which
include the perceptions of HR, senior and line managers directed our understanding of
the current state of the HR Function and its role orientation (operational or strategic).
Further, Silverman (2000) posits that qualitative research methods are soft, flexible,
subjective, political and grounded. Aligned with this position, we contend that to
explore the how questions a flexible approach was required and in addition the
subjective and political nature of the qualitative approach benefitted our aim to
highlight the nuances, tensions and conflicts between the banks examined and the
different stakeholders interviewed.
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Further, qualitative research studies are usually rich with details, offer intriguing
insights through the participants experiences of the world and hence result in thick
and rich descriptions (Stake, 1995; Bryman and Bell, 2003; Eisenhardt, 1989). These
benefits of the qualitative approach underline our selection for the following reasons:
(i) since the phenomenon under study is of contemporary nature and on which not
much theoretical or published data is not available, the past experiences of the
participants narrow the historical gap related to the developments in the three main
thematic areas explored (HR role, structure and skill-set and devolution and HR-line
relationship); (ii) the qualitative approach allows for obtaining the finer details which
aid in providing the context for the study; this approach enables the ability of
replicating the data in different contexts and situations and facilitates the use of the
case-study method that allows for obtaining contextualized data.
The qualitative design was operationalized in our study by collection of data through
the semi-structured interview technique. This technique allows for obtaining large
amounts of data which is beneficial in developing thick descriptions and is essential
for exploring contemporary issues in under researched contexts. In this case the
contemporary issue was the extent of the strategic orientation of the HR Function and
the context was a developing, Asian country (Pakistan) where very few studies on
HRM have been conducted previously. The qualitative approach complements our
aim to develop a deeper understanding of the complex phenomenon which involves
the study of the current state of the HR Function in the banking sector of Pakistan, the
extent of its strategic orientation and the role of the HR structure, skill-set and
devolution of HR responsibilities to line management (which defines the HR-line
relationship). Further, the definition of the strategic role of the HR Function is beset
by contested and contrasted perceptions which requires an improved understanding.
4.3. Philosophical grounding of the research

Epistemology is a branch of philosophy concerned with the question of what is (or
should be) regarded as acceptable knowledge in a discipline (Bryman, 2004). There
are various epistemological positions addressing the issue of how the social world can
be studied and whether the same principles, positions and ethos used in the natural
sciences are applicable to the social sciences. According to Bryman (2001, p.20) the
qualitative research methods are grounded in the philosophical positions of
100
interpretivism and constructionism (Bryman 2001, p.20) which is the position adopted
in this research.
The significance of positioning the research in a philosophical
paradigm is important because it affects the choice of methodology adopted (EasterbySmith et al., 1991; 2002) and forms the underlying basis for supporting the arguments
which validates the research strategy Schell (1992). According to Schell (Ibid., 1992))
the dividing line between the methodological and epistemological arguments is
indistinct yet not perfectly correlated (p. 8).
A prevailing epistemological position which asserts the importance of imitating the

natural sciences is positivism. Positivists emphasise that only that which can be
observed constitutes knowledge (phenomenalism), that theory should be used to
generate testable hypotheses which can be tested (deductivism), that research must be
conducted in a value free manner and that knowledge is arrived at through gathering
facts that provide the basis for laws (Johnson and Duberley, 2000; Easterby-Smith et
al., 1991). On the other hand, interpretivism is an epistemological position subsumed
by critics of the positivist theory who disagree with the application of the scientific
model to the study of the social world. They believe that since the subjects of natural
science research are fundamentally different, the social scientist needs to employ
different methods in order to understand them. The study of phenomena in their
natural environment is vital to the interpretivist philosophy which stresses that
scientists cannot avoid affecting the phenomena they study. Unlike the positivist
approach, the interpretivist approach is mainly concerned with observing the details
and understanding the reality of the world from the subjective experiences of
individuals (Remenyi et al., 1998). This philosophical stance particularly suits our
research because we aim to understand the extent to which the HR role was able to
achieve a strategic orientation (if at all) and how the different influencing factors
either facilitated or impeded this aspiration / intent of the HR Function. In this case to
arrive at law like generalisations was not the focus but exploring the phenomenon in a
fairly under researched context and with views of multiple stakeholders to build thick
descriptions (Stake, 1995) was the aim. To avoid the limitation of revelation of the
subject of study due to the emphasis on context in interpretivism, pseudo names were
given to the banks studied and the idiosyncratic titles were replaced such as the use of
ABC to denote a particular division in a case bank.
101
Related to the ontological position adopted by a study Hartley (2004) state that it
influences the framing of the research questions and hence the methodology applied
for data collection. The qualitative research lies in the ontological foundation that
reality is a type of projection of imagination, the point of view of the researcher or at
least one of the subjects being investigated which can be examined through insights
and subjective processes (Schell, 1992).
Ontology is a branch of philosophy
concerned with the nature of social entities, whether they have a reality external to that
of social actors or whether they should be considered as social constructions built up
from the perceptions and actions of the social actors. Ontology seeks to answer the
following types of questions: What is being? What is the nature of reality? Is there a
reality? Objectivism is an ontological position that asserts that social phenomena and
their meanings are beyond our reach or influence while constructionism is an alternate
ontological position that states that social phenomena and their meanings are
continually being created and revised by social actors. Constructionists believe that
they construct meaning based on the interaction of the subjects of the research with
their surroundings. This research is closely aligned with the constructionist
philosophical view because apart from the formal organisational structures, policies,
process and practices, we explore the views of HR, line and senior managers on how
they perceive the HR Function to have changed in its role orientation (if at all) and
how in their view, the relationship between the HR structure, skill-set and devolution
appears to shape the reality we seek to understand.
4.4. Research approach: The case study method

After deciding the epistemological position the next step is to select a research
approach. One of the most flexible instruments of research is the case study method
which allows the researcher to retain the holistic characteristics of real-life events
while investigating empirical events (Schell, 1992). Further, it is in fact a
comprehensive research strategy and it covers the logic of design, data collection
techniques and specific approaches to data analysis (Yin, 2003) against the common
criticism that it is a data collection tactic or merely a design feature. To decide
whether the case study method is suitable for research or not, the research question
must be categorized into either who, what, where, how, and why. The
what category question can be further categorized into two categories: the
exploratory what and the explanatory what which seeks to answer the how many
102
or how much line of inquiry. Moreover, the exploratory what category which
investigates the questions of how and why is stated to best suit the case study
method approach. This is because the why and how questions are concerned with the
operational links that need to be traced over time rather than mere frequencies or
incidence (Ibid., 2003). The case-study method is unlike the survey method which is
generally considered preferable to answer questions of what, where and how many
targeted at collecting the frequency of the happening of events (Yin, 1994).
The characteristics of the research questions of our study fit the case study design
approach (above) as proposed by Yin (2003).
Our research is focused on enquiring
what the current state of the HR Function is in the banks examined and the extent of
the strategic role orientation achieved by the HR Function. As described in the
preceding paragraph, in our research, the what question aims at understanding the
deeper issues of how and why the HR Function achieved the extent of strategic role
orientation (if at all) rather than providing causal explanations with the aid of
numerical figures of the number or types of events that led to the current state of the
HR Function.
In addition we also investigate the supporting questions of how
devolution, the HR structure and the HR skill-set may have influenced the extent of
strategic role orientation achieved by the HR function.
Our study employed a case based qualitative research methodology which was chosen
above the other strategies primarily to develop a deeper insight and rich understanding
of the research phenomenon and to enable the researcher to explore the underlying
patterns and trends which would not have been apparent otherwise. Also, Yin (2003,
p.13) supports the adoption of the case-study approach when the investigation is an
empirical inquiry that investigates a contemporary phenomenon within its real-life
context, especially when the boundaries between phenomenon and the context are not
clearly evident. The contemporary phenomenon in our research is the strategic role
orientation of the HR Function in the banking sector in Pakistan which is a developing
nation. A reflexive approach was employed in our research which according to
Burawoy (1998) enables the extraction of a general view from the unique and moves
from the micro to the macro and thus connects the past to the present in anticipation of
the future. Through the views of multiple stakeholders at the micro level emerged a
picture of the extent of the role orientation of the HR Function (strategic, operational)
103
in the case-study banks which described the state of the role orientation of the HR
Function in the banking sector of Pakistan at the macro level.
Further, the flexible and iterative nature of the case-study method allows for a deeper
insight into the organisational issues where the context has an important role to play.
According to Morris and Wood (1991) the case-study method also helps in developing
a richer understanding of the data and context of the research and the processes being
enacted; hence a more comprehensive picture emerges with multiple perspectives,
intricate details and underlying meanings. Additionally, Eisenhardt (1989) advocate
the case-study method to be appropriate for research when little is known about a
phenomenon and a limited number of studies exist on the topic. Therefore, we
deemed the case-study approach to be an appropriate choice in view of the limited
research on the human resource function in the context of Pakistan especially from the
perspective of the contemporary HR structures, devolution of HR responsibilities to
line managers and the skill-set of the HR Function.
We chose a multiple case method which is defined by Stewart (2011) as being

investigations of a particular phenomena (or group of phenomena) at a number of
different sites; in this research the investigation revolved around a sample of eight
case-study banks. The multiple case-study method has the potential to enhance the
richness of the findings of the research as the phenomena appears in multiple cases
investigated which makes the results more compelling (Yin, 2003), over the single
case method which although holistic in nature is limited in the transferability and
robustness of its findings. The multiple case study approach is particularly preferred
over the single case method because of its ability to act as a powerful means to create
theory as the method permits replication and extension of the data among individual
cases (Eisenhardt, 1989). However this approach limited our attempt to examine
more deeply the phenomenon of the strategic role orientation of the HR Function, the
willing devolution of the HR activities by HR to line managers and the adoption of the
three legged stool structure in especially one case-study bank (GLOBAL BANK)
which appeared as somewhat of an exception in all the three dimensions investigated.
Further, Yin (1984) describes cases with a single source of information as holistic
cases and cases with multiple sources of information as embedded cases. We used
104
multiple sources to collect data in order to analyze the phenomenon in detail to report
the contrasting opinions and contested views of the stakeholders. The interviews
conducted addressed multiple levels within the organisation (senior managers and line
managers who were mostly middle managers) as well as multiple stakeholders (HR,
line and senior management). Contrary to the holistic cases which have the potential to
erode the multiplicity and complexity of the perspectives, the embedded approach
followed here highlights these perspectives for greater insights.
We selected eight case-study banks for the purpose of this largely exploratory research
which aims to study the extent of the strategic role orientation of the HR Function and
the influences of devolution, HR structure and HR skill-set on the role orientation.
While there is no ideal number of cases to be examined in a study, based on
Eisenhardt (1989) who recommended between four and ten organisations, we selected
eight case-study banks to balance for the robustness of the research and the resource
constraints. Purposeful sampling was employed in the selection of the case-study
banks considered more suitable by Yin (1994). This catered for the diverse features,
history, size and ownership of the banks in order to enhance the generalizability of this
study across the banking sector to whatever extent possible. On the one hand the
varying sizes of the banks provided greater generalizability to the findings and on the
other hand they allowed for the identification of nuances which emerged as a
consequence. In this study, our aim was to explore a maximum number of banks from
different categories to ensure wider coverage of all sorts of banks which comprised the
sector hence we did not control for the size of the banks; rather size was one of the
factors which influenced the varying outcomes related to changes in the orientation of
the HR Function in the case-study banks (refer to section 8.2.).
Pakistans banking sector consisted of a total of 47 banks (at the time of interviews)
and is broadly divided into two categories according to the State Bank of Pakistan (the
regulator), foreign owned and domestic owned banks. Four of the case-study banks
chosen were foreign owned while the remaining four were domestic owned; this
balance was maintained in order to control for the representativeness of the sample
and hence to mitigate any influences that any one category of banks may have had on
the other in terms of the developments and extent of changes across the case-study
banks. In the first phase of purposeful sampling four domestic and two foreign owned
105
banks were selected. To achieve improved balance of representativeness of data, from

amongst the four domestic banks, two of those selected were large in size8 while the
other two were medium sized.
Also, to make the sample broad based and
representative of all categories of banks, both private and privatized banks (two each)
were included in the sample of domestic banks. The two privatized banks which were
the large sized domestic banks were formerly nationalized and transferred to the
private sector in the last decade as a consequence of the banking reforms and
privatization policies of the government. The other two domestic banks which were
medium sized were established in the private sector and still continue to operate as
such. The two privatized domestic banks are among the largest five banks in Pakistan
with 1461 and 1089 branches respectively. Studying these two banks provides a
unique perspective as there existed a blend of both old and new HR practices in these
banks which highlighted differences in their approach and strategy in comparison with
the banks established in the private sector from the outset. This sampling strategy is
aligned with the position adopted by Whipp (1988) who states that the case-study
method allows for an exploration of and reveals the different adjustments made by
employers.
Initially only two foreign owned banks out of a total population of seven in the
banking industry in Pakistan were selected but subsequently it was considered
appropriate to add another two in the study. The main reason for expanding the
sample size of the foreign banks from two to four was to provide an equal
representation of foreign banks in the findings and also because their smaller size
made it difficult to find an adequate number of interviewees in each category of
stakeholders to be interviewed. In the entire banking sector only one foreign owned
bank is categorized as medium sized (165 branches countrywide) while the other
foreign banks are rather small in size with 11 to 14 branches each. The increase in the
sample size of the foreign banks helped in providing deeper insights into this
particular segment of banks and a more meaningful comparison with the domestic
banks. Table 4.1 illustrates the key features of the selected banks; all the domestic
banks have a larger number of branches in comparison with the foreign banks and the
banks with a larger branch network also have a larger number of employees. Hence
Number of branches and number of employees.
106
our categorization of the banks is not specifically based on the number of branches but
also the number of employees which commensurately increase with the branch
numbers. For example VINTAGE BANK with 1461 branches has 12600 employees,
MODERN BANK with 321 branches has 4000 employees and WESTERN BANK
with 14 branches has 490 employees.
Table 4.1: General comparison of the case-study banks
BANKS
Ownership
Size
Branches
Employees
VINTAGE
CLASSIC
TRADITIONAL
MODERN
GLOBAL
WESTERN
ANGLO
TRANSCO
BANK
BANK
BANK
BANK
BANK
BANK
BANK
BANK
Domestic
Domestic
Domestic Private
Domestic
Foreign
Foreign
Foreign
Foreign
Privatized
Privatized
Private
Owned
Owned
Owned
Owned
Large
Large
Medium
Medium
Medium
Small
Small
Small
1461
1089
200
321
164
14
11
18
12600
9300
6000
7250
4000
490
1010
1500
Source: Bank documents
Gaining access to these banks was a huge challenge especially in the beginning despite
the fact that one reason for choosing these organisations was their better reputation in
terms of sharing information. Initial effort to gain access into these banks met with
very little success when official communication channels were used. However, a
totally different response was experienced when the top management in all the casestudy banks was approached for this purpose. Once this was managed, access to the
relevant people improved significantly but with a varying degree of success in the
different case-study banks. On a comparative note, the domestic banks were found
more forthcoming and open in sharing their policies especially in terms of their
manuals, policy documents and reports etc., in comparison with the foreign banks.
4.5. Data Collection: The interview technique

Interviews are one of the primary sources for data collection and arguably the most
widely employed method in qualitative research (Bryman, 2004). This study employed
the semi structured in depth interview technique to obtain data from 85 participants.
The interview is a process of eliciting information about the research topic being
studied through the conversation between the interviewer and interviewee which the
107
latter feel more comfortable with, if they find it relevant with their work (Saunder et
al., 2003).
The relationship and interaction between the interviewer and the
interviewee significantly impacts the interview process (Sekaran, 1984) and the
quality of the data collected; it is thus important to gain the confidence of the
interviewee to establish trust which is of paramount importance for the interviewee.
The feeling of trust allows the interviewee to open up for sharing meaningful
information with the interviewer which enhances the richness of the data. Despite the
challenges linked with interviews such as their time consuming nature, the potential
for researcher bias and indirect filtering / interpretation of the interviewees comments
/ statements (Creswell, 1994) it is still considered a useful mode of data collection.
This is because interviews provide greater flexibility during questioning (Bell, 2005)
since they allow for follow-up questions to probe for additional information where
deemed necessary (Nachmias and Nachmias, 1996) and interviews can provide
historical information as well. Also, the interest in the interviewees views as opposed
to the researchers concerns (Bryman, 2004) make the interview technique more
appropriate for this study.
Interviews can be divided into structured, semi-structured or unstructured. However,

the two main types used in qualitative research are unstructured and semi-structured.
These two are sometimes encapsulated as qualitative interviews (Bryman, 2004). In
such type of interviews the interviewer has significant leverage to go beyond the
specified questions in the interview guide. The sequence of questions can be rearranged and based on the participants response, new questions can be asked, issues
probed and clarifications sought. We used semi-structured interviews in our research
as they helped us in collecting detailed information on the underlying factors which
resulted in the role of the HR function to achieve its existing state and also because the
information gathered enabled us in analyzing how adjustments in the structure of the
HR Function, its skill-set and nature of devolution influenced the shift in the HR
Functions role orientation (if it existed. Collectively such detailed information could
not have been possible if structured interviews were conducted as their standardized
nature would not have provided us the flexibility to probe deeper into issues emerging
from within the data. Additionally, even a totally unstructured format would not have
aligned with the multiple case-study research design employed in our study as this
requires a comparison between results for which focus on some commonality in the
108
themes covered is essential.
Moreover, the survey method which is a prevalent
method of collecting data for quantitative research was not suitable for the research
design adopted for this study because of its limitation to examine and detect patterns
of association only (Bryman, 2004). This would have conflicted with our aim to
develop a deeper and better understanding of the phenomenon being investigated.
Further, the semi-structured interview technique adopted was necessary because there
was no a priori, specified set of research questions (hypotheses) that were to be
investigated.
The banks selected were in three major cities of Pakistan namely Karachi, Lahore and
Rawalpindi. The head offices of six out of the eight case-study banks were in Karachi
which is the major financial hub. A few preliminary or pilot interviews with junior HR
managers were conducted in Rawalpindi in January 2009. Prior to the interviews the
bank management and participants were provided details of the study through an
information sheet (Appendix A) and were assured of their anonymity.
The
participants were assured that their data would be used only for academic purposes
and would not be shared with any of their competitors and they were made to sign a
consent form (Appendix B). For these interviews an initial guide was used which was
prepared after an in-depth study of the relevant literature (Appendix C-1, C-2).
Some questions were also adopted from the questionnaire published in the CIPD
Research Report (The changing HR function, 2007); for example the list of drivers of
change mentioned (question 22), the HR practices identified (question 30) and the
skill-set / competencies of HR managers (question 29). While the list generally
includes individual level skills, a study of these skills can provide an understanding of
the functional level skills, as a combination of individual level skills results in
functional level skills. For example, strategic thinking, influencing / political skills
and business knowledge reflect an emphasis on the business partner type of skill-set
needed at senior HR level (CIPD, 2007; p.56). The choice of adopting some questions
from the prescriptive literature stems from the motive to discuss the drivers,
challenges and issues HR practitioners and line and senior managers have actually
faced. The reflexivity process which was initiated after the pilot interviews helped in
refining the interview guide (King, 2004) and based on this experience a framework
for the subsequent interviews was prepared.
109
Issues such as relevance of topics
covered in the guide, sequence of the questions and the focus of the questions were
addressed in the refinement process. In the final interviews greater emphasis was
placed on questions which were producing more informative answers and were
highlighting important aspects that coincided with our main themes.
Keeping in view that the primary focus of our research is on the current state of the
HR function and the presence of a strategic role (if it existed), different themes were
identified for the interview guide which has a direct bearing on the HR functions role.
These included devolution which influences the HR-line relationship, the HR structure
and the HR skill-set. A separate set of questions was prepared for senior / line
managers in order to elicit their perceptions and views regarding the HR functions
current role orientation. In the case of HR managers, the questions to the senior HR
Managers were more focused on the strategic issues while those to the junior HR
managers were more focused on the operational issues and their respective specialist
areas.
Based on the above themes, interviews were conducted with HR and line managers;
32 of the total 83 respondents were females (38 percent). The average age of the
senior managers interviewed was 40 to 55 years with an experience of between 15 and
25 years. In addition, the line managers interviewed had an average of between three
and seven years of experience and they were between 28 and 35 years of age (see table
4.2) for details.
Table 4.2: Categorisation of participants

Gender
Age
Experience
Senior managers
11 male; 6 female
40-55
15-25 years
Line managers
17 male; 10 female
28-35
3-7 years
Junior HR managers
10 male; 9 female
24-35
3-7 years
Senior HR managers
13 male; 7 female
35-55
8-25 years
Note: Both industry experts interviewed were male with work experience between 25 and 30 years.
Broadly speaking, we use the term line managers to include those managers who had
either one or two levels of staff below them, in the organisational hierarchy. In extant
research (Currie and Proctor, 2005; Smith, 1997; Staehle and Schirmer, 1992), the
110
term middle manager is used for managers who are positioned in the hierarchy, with at
least two levels of staff below them. The same categorization was later adopted by
Conway and Monks (2010) in their research on the Irish health service. As our sample
also included managers with one level of staff below them, we have grouped them
together as line managers for purposes of consistency in terminology. Managers with
one level of staff below were included in the category of small sized banks
(WESTERN BANK, ANGLO BANK and TRANSCO BANK) due to the small
workforce size and hence the non-availability of the requisite number of middle
managers in these banks. The span of control of line managers for both the categories
used was between three and five employees. The similar span of control of managers,
despite the difference in the levels of hierarchy below them is due to the less
hierarchical levels in the smaller banks which resulted in a span of control of three to
five employees. Further, we did not include first line managers who are defined by
Hales (2005, p.473) as those to whom non-managerial employees report, because our
study is focusing on the strategic role of HR on which necessary depth of information
at that level may not have been available.
In the case of HR managers, the senior HR manager is defined as the HR Head or the
Head of a unit / section in the HR function while the junior HR managers are those
who generally have work experience of 3 to 8 years. Invariably the first interview in
all the case-study banks was with the HR Head and a special focus was kept on the HR
Functions strategic perspective such as the extent of strategic orientation the HR
Function had gained and whether the HR Function had been able to increase its
significance and influence in the case-study banks. Interviews with the junior HR
managers were focused more on the operational and administrative role of the HR
Function. These employees were questioned about the changes in their specialist areas
which included structural developments, the extent of devolution of HR practices to
line management and the identification of key HR skills required to perform in the
new role. The line of questioning adopted for line managers concentrated on their
perspective of the HR Functions role orientation, especially the HR-line relationship
and devolution of HR responsibilities to line managers. The basic essence of the
exercise was to provide a holistic organisational view and to carry out the research
from multiple perspectives to provide thicker description and rich data.
111
Following the pilot interviews, the first phase of interviews was conducted over a
period of three months in three case-study banks two of which were based in Karachi
and one in Rawalpindi. A total of 29 interviews were taken during this period. In the
second phase (September-October 2009) three more case-study banks were covered
and a total of 32 interviews were conducted. The third and final phase of data
collection (22 interviews) was performed between December 2009 and January 2010
in which the last two case-study banks were covered. In total 85 interviews (see table
4.3) were carried out which included two former bankers who had been working for
more than 25 years but were no longer employed in any of the sample case-study
banks. One of the former bankers now heads a renowned HR consultancy firm in
Pakistan. Details of the interviews in each bank are presented in table 4.3.
Table 4.3: Details of interviews within each case-study bank

Banks
VINTAGE
CLASSIC
TRADITIONAL
MODERN
GLOBAL
WESTERN
ANGLO
TRANSCO
BANK
BANK
BANK
BANK
BANK
BANK
BANK
BANK
Managers
Senior
managers
Senior
13
10
11
10
11
10
HR
Junior
Line
managers
Total
85*
*The total includes two veteran bankers who are no longer employed in any bank.
For the most part the purposive sampling approach was adopted because the types of
individuals selected had the potential to provide the information which the researcher
was interested in and which may otherwise have been difficult to obtain as suggested
by Maxwell (1997). This is highlighted in the discussion above on the varied foci of
the interviews with the different stakeholders. Apart from the Head of HR, other HR
managers were interviewed in the HR department. Some of these managers were
experienced while others were fairly young and in the early stages of their career.
This technique was adopted in an effort to broaden the sample to facilitate the
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gathering of more holistic and richer data. In general employees who had working
experience of at least three years in the HR department were included in the sample.
In the banks where a separate HR strategy unit/division existed, the individual heading
this division was interviewed. In almost all cases the HR Head was instrumental in
arranging interviews with other members of the HR team and performed the role of a
gatekeeper (Hartley, 2004).
The convenience sampling approach was adopted for conducting interviews of both
senior and line managers. The underlying reason for including line managers in the
sample of interviewees was to provide a broader organisational perspective to the role
orientation of the HR Function and the extent of its change (if it had occurred) as they
are also the stakeholders and internal clients of HR. The convenience sampling
approach was required as there were no other means to approach these individuals
personally and the HR department facilitated these interviews with some individuals
based on the positions identified by the researcher from the organisation chart. An
effort was made to interview those line managers who had more interaction with the
HR department / division because it could provide more relevant information on the
shifts that had / had not taken place in the role orientation of the HR Function based on
their greater interaction (working relationship) and experience with the HR
department. This enabled us in identifying the finer intricacies in the HR-line
relationship and also provided an insight into the experiences of line managers with
the HR department. In a few cases the snow-ball technique was also used as a senior
managers interviewed identified another colleague and arranged an interview with
them. This was of much help as getting an appointment from senior managers like the
Head of Operations or Head of Consumer Banking was difficult considering their busy
schedule. The alternate source (snowball technique) also proved very useful as it
provided access to some line managers independent of the HR manager channel. It
fulfilled the aim of the researcher to get independent views of line managers (which
might not have been possible if all of them had been approached through HR
managers) and added an interesting dimension to our data as quite often line
managers views were quite divergent from those of the HR managers (as will be
highlighted in our analysis chapters later).
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On an average the duration of interviews with HR Managers was between 60 and 75

minutes and that with line managers was approximately 40 to 45 minutes. With
special effort, lengthier interviews were taken with HR Heads in all the case-study
banks which were between 90 and 120 minutes. The format of the interviews was
deliberately kept semi-structured so that the interviewees had ample opportunity to
elaborate on their views and opinions. In order to attain maximum information in a
limited time frame in a few cases, the interviewees were guided to the next question if
relevant or significant information was not being shared; but, in certain cases the
interviewees were allowed to digress especially if they were sharing some interesting
story (Bryman and Bell, 2003), and had mentioned prior to the interview that time was
not a constraint for them.
In most cases respondents were fairly knowledgeable in the area and were able to
understand questions in the correct perspective and provide relevant information.
However, in some cases respondents required clarification and elaboration of the
questions before they could present a proper response. Especially, issues regarding
the strategic role of the HR function which inherently is of contested nature and on
which the researcher had to seek clarification and understanding of the interviewee.
Additionally, the interviewer defined key terms such as business partner, specialist
teams and specialist services to the respondents in order to ensure that all the
respondents had the same concept in mind when responding to the questions. The
term specialist services is aligned with the term centre of expertise used by Ulrich et
al., (2008); it was renamed to customise it with the Pakistani context as from the pilot
interview it emerged that HR professionals in Pakistan generally refer to the centre of
expertise as specialist services. Business partners were defined as individuals who
work with the line managers for their goal achievement, through effective strategy
formulation and execution to develop a better understanding between the HR and the
business units (Ulrich and Brockbank, 2005). After studying the data there were
instances where information seemed inadequate for which second interviews were
conducted with the same people. Additionally some respondents were re-visited to
clarify certain anomalies which had emerged after comparison of the interview data
and documents provided by the banks.
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Interviews were mostly conducted in the offices of managers or workstations of the

junior employees but in some cases a separate conference room was also provided. In
both cases adequate privacy was provided for the interviews. It would be pertinent to
add that on quite a few occasions getting appointment for the interviews especially
with senior managers was the most challenging part in the fieldwork which led to
delays and rescheduling. The interviews were recorded with the consent of each
participant who had no objection but in a few cases they were apprehensive and
uncomfortable; in these cases interviews were not recorded instead proper notes were
prepared on paper.
4.5.1. Secondary data

Along with the primary sources mentioned for data collection in the previous section,
secondary sources were also used to reinforce the primary data collected and to
triangulate the study (Yin, 1994). The triangulation was carried out to reduce any
biases which may have emerged due to the interpretation of the researcher, methods
employed for understanding of the participants views, and other shortcomings
highlighted by Creswell (1994) from the use of a single method in data collection.
The main sources used were company documents, Annual Reports of the banks, HR
manuals, Employee Handbooks, company archives and internal presentations. Where
possible these documents were collected prior to the interviews to develop a better
understanding of the banks in general and specifically about the policies and practices
of the HR Function. This was done by informing the focal person ahead of the
interviews of the utility and significance of obtaining such information for making the
interview more focused. A thorough study of the documents before the interviews
helped in generating in-depth discussions which resulted in rich data that was essential
for developing thick descriptions. Websites of the case-study banks also provided
some information but most of it was focused on the financial aspects so little relevant
material could be gathered. In some cases where the data was not provided at the time
of the interviews a second visit was made for clarification purposes.
Due to the lack of a research culture in Pakistan there is a general reluctance of

organisations to share company information and documents with any external
individuals. Substantial variation in the attitude of the different case-study banks was
visible with some willing and forthcoming to give their documents and internal
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memos, presentation and others extremely hesitant. This could be due to inhibition
and fear that management may not appreciate dissemination to external parties. The
domestic banks were quite willing to provide documents but foreign banks generally
went through a much lengthier process before providing documents as in some cases
they required clearance from their regional offices to provide the data. However, after
consistent efforts the documents were made available and the case-study banks
provided adequate information.
Information on the profile of the banking sector and general information pertaining to
it like the banking reforms / changes, government policies affecting it and the factors
influencing the sector were gathered from the State Bank of Pakistan (regulator of the
banks) and the National Institute of Banking and Finance (professional body). In
addition a survey conducted by Sidat Hyder (a renowned consultancy firm in Pakistan)
was also accessed. The survey was conducted on the human resource management
practices in Pakistan and includes some organisations from the banking sector as well.
The survey highlights some interesting facts and figures and provides a comparison
with the HR practices implemented in the other sectors like pharmaceutical, textile etc.
4.6. Measures of qualitative research

Reliability and validity are two important criteria used to assess the quality of research
and are generally applied to studies of quantitative design but when it comes to
qualitative research different researchers have suggested alternative criteria for the
assessment of the quality of the research. Eisenhardt (1989) suggests that in order to
gain rich data for research stringent criteria for the selection of cases should be
applied. For this purpose, in our research the case-study banks were chosen after
careful deliberation. A large sample size of eight banks which were representative of
the major bank categories in the sector such as foreign owned, domestic and within the
latter private and privatized was used. Furthermore, variation in the size and the
market segments they were catering to were also kept into consideration. Other
researchers like Lincoln and Guba (1985) and Guba and Lincoln (1994) identify
credibility, transferability, dependability and confirmability as the criteria which
should be applied to measure qualitative research. They propose trustworthiness and
authenticity as the main criteria for the assessment of qualitative studies and one of the
criteria for trustworthiness according to them is dependability of the research which
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parallels the criteria of reliability in quantitative research. Keeping this in view, a

comprehensive record of the selection criteria of respondents, the interview
transcripts, field notes on observations and the choice of data analysis approach was
maintained as they are considered essential for enhancing the dependability of
research and provide a guideline for the replication of studies. An effort was made to
enhance the credibility of the research (which is yet another factor of trustworthiness
and parallels internal validity in quantitative research) through respondent validation.
This was managed by re-visiting some of the interviewees. Issues which needed
further elaboration were discussed and clarification of information from the previous
visit was also sought. Additionally, triangulation of primary data and secondary data
was also carried out to verify as well as support the findings emerging from the
primary data.
The external validity is the degree to which the findings can be generalized across
different settings which Yin (2003, p.10) states is limited to theoretical propositions
and not populations in qualitative research. Hartley (2004) define external validity as
knowledge (processes and context) associated with an organisation that identifies the
conditions under which the same behaviour can be expected to be repeated. In the
context of qualitative research generally there is a tendency to use the case study
method and small sample size due to which generalizability is low (Stark and
Torrance, 2005). However, keeping in view this draw back in the research design we
selected a sample size of eight banks which is likely to improve the robustness of the
conclusions drawn. The variety in the sample of banks selected and the multiple
participant interview design also enhanced the generalizability of these findings to
some extent because the case-study banks include all major types of banks operating
in the sector and the interviewees cover a majority of the diverse stakeholders.
Further, qualitative researchers are inclined to produce a rich account of the details of
the context which Geertz (1973) refers to as thick description; Guba and Lincoln
elaborate that thick description is a database for making judgments about the possible
transferability of findings from one context to another. In our research a broad sample
size and an in-depth study with a special focus on the finer details of the context in
which the banks operate provides a comparatively higher degree of generalizability
and transferability of the findings of this research.
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4.7. Ethical concerns and limitations of the study

A prudent approach was adopted towards the potential ethical issues and concerns. In
the case of the interviews it was ensured that every individual respondent was briefed
on the aims and objectives of the research prior to the interview.
In each case
permission was taken for the use of a tape recorder and respondents were assured that
all data acquired would only be used for academic purposes and identities would not
be revealed to anyone even within the organisation a mechanism suggested by
Churchill (1999). In a few cases individuals showed reluctance and their interviews
were not recorded; instead details were noted on paper. Anonymity both at the
organisational and individual level was promised to the participating banks and the
employees respectively. All case-study banks had requested for anonymity before
providing access to their data as our data analysis draws on the comparison between
banks and they did not want a direct comparison to be drawn in a manner which could
reveal their identity. At the individual level it was important to ensure anonymity as
employee views were also sought on issues of sensitive nature such as the HR-line
relationship. Again, on the condition of complete anonymity we were able to allay the
apprehension the case-study banks had early in the fieldwork stage because of which
they were hesitant to share their documents as they considered information on their
HR plan and new initiatives sensitive in nature. Every effort was made that the entire
research process remained transparent with no negative effect on any individual or
organisation.
A limitation of the research was the non-availability and limited access to documents
in some cases which hindered triangulation of data in the research especially in the
case of foreign banks. Also, the lack of proper understanding of the HR concepts
among a few respondents led to ambiguous responses initially. Last minute
cancellations, rescheduling and inordinate delays in responses resulted in frustration
and slowed down the research process. The wide geographical spread of the casestudy banks also contributed to logistical constraints.
4.8. Data analysis

Unlike quantitative research where the analysis is generally carried out after data
collection, in qualitative studies the analysis occurs during and after data collection.
We experienced a similar process as the interviews conducted in the different phases
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were subjected to a preliminary analysis at each of the stages. Based on the emerging
themes from data we kept refining our questions and similarly based on experiences
after conducting the interviews we opted for adjustments in strategies such as
identifying a key participant from each sample category and maintaining contact with
them to ensure that interviews were not delayed. This process of reflexivity and
constant iterative approach aided in retaining the focus of the data collected to some
extent which was necessary for identifying common themes that are required for a
cross case comparison.
Data analysis consists of examining, categorizing and tabulating of data (Yin, 1994).
For qualitative analysis comparatively fewer tools and techniques have been
developed (Miles and Huberman, 1994) and the intensive use of empirical evidence is
stated to result in overly complex theories while the technique of building theories
from cases can result in a narrow and idiosyncratic theory (Eisenhardt 1989, p535). In
order to enhance the transferability of this study we followed a stringent data
collection and analysis process, the latter includes transcribing, coding and compiling
data for a thematic analysis. Further, since the aim of this study was to understand
through the experiences of the participants, our stance is to generalize the findings
restricted to certain theoretical propositions with the aim to extend debates in existing
literature rather than to generate new theories.
Interviews from 85 respondents were conducted, transcribed and rigorously analyzed

during and after the data collection phase which is referred to as the back and forth
weaving between theory and data by Bryman (2004). This iterative and inter-related
process resulted in the re-arrangement and revision of various themes / categories
during data collection. The open coding technique was employed (Strauss and Corbin,
1998) in the next step which allows for categorizing of data into narrow themes to
enable its systemization before placing it under the themes emerging from data axial
coding (Strauss and Corbin, 1998). This was done to reduce data to a manageable
level. Further, using the cross-case tabulations to illustrate the data also helped to
compile it under various themes which was necessary to draw out the similarities and
differences within and between the case-study banks as proposed by Eisenhardt
(1989). Both inter-bank and intra-bank case analysis was conducted in order to
compare and contrast to identify the inter linkages between the different themes in
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each bank and across all the case-study banks as well, and to observe emerging
patterns and to draw meaningful conclusions.
The above explanation followed for the data analysis illustrates that some elements of
the grounded theory approach were employed in the process. Grounded theory is
concerned with the development of theory out of data and the approach is iterative or
recursive meaning that data collection and analysis proceed in tandem, repeatedly
referring back to each other (Bryman, 2004). It has become the most widely used
framework for analyzing qualitative data where the researcher does not develop
hypotheses about the phenomena; rather they make sense out of observations. To
gather this information, techniques such as unstructured or semi structured interviews,
participant observation and documents are used.
Our research makes use of
triangulation through interviews and documents. Further, as stated above, we opted

for an ongoing process of data collection, whereby interviews were coded and
analyzed at every stage. Finally, we constantly compared the link between our coded
data and conceptual / thematic categories in order to build on literature / theory.
4.9. Description of the case-study banks

VINTAGE BANK
VINTAGE BANK is one of the largest, domestic, privatized commercial banks in
Pakistan with approximately 1500 branches, 830 ATMs and close to 13000
employees. The bank also has one of the largest customer base of over 5 million
customers and has shown growth in the last few years; its five years sales growth rate
at 18.4% much higher than industry growth rate of 11.4% (Reuters, 2013). Also, it
has an asset base of USD 14.64 billion. VINTAGE BANK has engaged its resources
to reduce inefficiencies amongst its branches and employees through introducing
relevant technological changes such as automating records (Iimi, 2003). The bank has
a tall hierarchy which is visible in the structure of the HR function as well (see
Appendix D) which is not uncommon in companies of Pakistani origin, due to the
presence of significant power distance in the corporate culture of Pakistan (Khilji,
2001).
The HR function in the bank is dominated by senior managements
intervention in all policy areas and while HRM policies were reviewed, the lack of a
conducive culture and resources resulted in non-implementation to a large extent.
Further, the bank underwent two-three downsizing phases, with little new induction, to
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reduce the overstaffing that occurred in previous years. However, there is still a
significant presence of incumbents in its workforce and this legacy presents challenges
for any changes proposed.
CLASSIC BANK
CLASSIC BANK, also a large sized, privatized, domestic commercial bank was
founded soon after Pakistans independence in 1947. It was one of the first banks in
Pakistan to be privatized (to a domestic conglomerate group) as part of the
governments plan to revitalize the financial sector of Pakistan (Khalid, 2006). It has
a local branch network of over around 1100 branches, 690 ATM outlets and a total
workforce of almost 9300 employees. It has an approximate customer base of 5
million and the total asset base is close to USD 8 billion, with a deposit base nearing
USD 5 billion (Reuters, 2013). Its five year average sales growth rate of 16.6% is
much higher than industry growth rate of 13.5%. It is a typical domestic Pakistani
bank which exhibits the local culture in its corporate environment but to make it viable
for privatization, it adopted some best practices and reconfigured the HR department
(see Appendix E) to embody a modern look. The best practices were adopted from
foreign banks and the new inducted employees; they were performance based and thus
tailored to retain performers. Similar to VINTAGE BANK, this bank also underwent
downsizing pre and post privatization and still has a significant presence of incumbent
employees in its ranks. Further, the HR department tries to maintain a good working
environment through effective leadership (Anwar, 2013), encouragement of
communication and the use of conflict management. However, the implementation of
such philosophies isnt completely realized and the work environment (including
organisational structure and human relations), at MCB, is still not considered
completely favourable (Bhutto et al., 2012).
TRADITIONAL BANK
This is a domestic, private, middle sized, commercial bank which was established in
the mid 1990s and operates with approximately 200 branches, 260 ATMs and 6000
employees. The bank has an asset base of USD 3 .5 billion and its deposit base is
approximately USD 3 billion. One of its major clients is a government institution
which provides it a major source of earnings. The bank has a bureaucratic culture, an
outlook resembling that of a public sector organisation with some representation of
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incumbent employees who had joined from other public banks when TRADITIONAL
BANK started its operations and needed experienced employees. The general work
environment and culture of the bank is typical of that, in most Pakistani organisations
where decision making is centralised. The HR function at the bank is relatively small
in size (see Appendix F) and had recently revamped its practices (at the time of
interviews).
Most of the employees in the function either have no HR specific
experience or had less than five years of experience.
MODERN BANK
MODERN BANK is a domestic, private, middle sized commercial bank, with a
workforce nearing 7300 and a branch size of roughly 321. The bank was established
in the early 2000 period under a new management and owner. Previously the bank
operated as an international bank but had to close its operations due to regulatory and
legal concerns.
MODERN BANK has a market share of 7% with an asset base of
approximately USD 5 billion (MODERN BANK, 2012). The deposit base has also
grown significantly over the last year from PKR 400 billion to PKR 457 billion. The
bottom line has also shown healthy growth of 30% yield / year, growing from PKR
2.6 to PKR 3.38. Additionally, the bank has one of the strongest consumer banking
operations (at least among the domestic banks) in the country that focus on providing
high quality services at low prices. As in the case of other domestic banks, MODERN
BANK recognises the importance of employees in an organisation but it does not
appear to have a strong HR system, in the typical sense 9. There is a strong role of the
owners in the monitoring and formulation of policies regarding HRM and
management promotes a family-like culture (Bushra et al., 2011) to minimize turnover
and increase communication and motivation. The HR function does not have a tall
hierarchy and there is a clear segregation between HRM and the Training and
Development (T&D) department (see Appendix G). The HR function is segmented
between the north and south region with some activities that are directly implemented
and to a certain extent decided within the specific region; the HR Head is located in
the north region.
According to bank sources
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GLOBAL BANK
This foreign bank is a medium sized bank with 164 branches and approximately 4000
employees. It has the widest branch network in the category of foreign banks; the
branches are spread across 29 different cities. Like the other commercial banks
examined in this study, the bank offers Consumer, Wholesale and Islamic Banking
services and had one of the best long term credit rating amongst all the private
commercial banks in the country (in 2012).
GLOBAL BANK has a market
capitalization of PKR 63,000 million and offers a dividend yield of 12.1%. The banks
EPS and ROI are both below industry average at PKR 1.54 and PKR 10.9 respectively
but it has shown an impressive growth over the last few years. One of the reasons
GLOBAL BANK maintained a good position in the market was due to the ability to
attract the best talent (Naeem, et al., 2008). This is also because of the strategic
outlook10 the bank has adopted for its HRM systems. The country Head HRM reports
to the CEO of the bank in Pakistan and to the regional head (MENA region 11) as well.
This indicates that the group12 tries to maintain some control over the HRM polices
being practiced in the region. The Pakistan subsidiary claims that the group policies
are generally implemented in the region as is, but minor modifications are made to suit
the local laws/culture. Moreover, the bank promotes employee engagement policies
and tries to maintain a supportive role of the HRM department with joint involvement
of the line managers. The HR function is designed with a specialist group, a centre for
service delivery and generalists in the role of business partners (see Appendix H).
WESTERN BANK
This foreign, small sized bank started its operations around 2005; it has 14 branches,
generally in the main cities of Pakistan, with less than 500 employees. By the time
WESTERN BANK entered the market, the boom in the banking industry had started
to decline, the political turmoil in the country was at its peak and the State Bank of
Pakistan had instituted stringent policies. These were the primary reason why the
bank was unable to grow at a fast pace, unlike GLOBAL BANK which had been an
industry player since the late 1990s. The bank has an asset base of around USD 68
billion which has shown little growth over the last few years. Further, it caters to a
10
According to bank sources

Middle East and North Africa
12
Standard Chartered UK HQ
11
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niche market and downsized its consumer banking segment back in 2010 13 ;
consequently, the HR function was also oriented towards the overall goals of the
company. The HR function (see Appendix I) is primarily centralised and while the
HRM policies are generally designed at the group level14, localisation based on the
market needs also exists. The HRM policies of the bank are reviewed annually (unless
required at an earlier date) to ensure alignment with the strategic outlook of the
banking operations in Pakistan. The culture of the bank is evolved along the lines of
its parent company and the employees are provided multiple channels for
communication and involvement in organisational matters; hence, there is a focus in
the bank on employee engagement activities.
ANGLO BANK
This small sized foreign bank started its operations in Pakistan more than 20 years
ago; it currently has 11 branches and approximately 1000 employees. In 2011, the
bank earned a profit before tax of PKR 2.5 billion, and had about PKR 70 billion in
deposits and total assets of PKR 96.4 billion. Presently, the bank is focusing on
corporate banking operation rather than consumer banking and is thus operating in a
niche market. The HRM function employs few employees but it is involved at the
strategic level; the shortage of staff is off-set through the use of technological
advancements like ERP15. The structure of the HR function is placed at (Appendix J).
The positions identified below the level of the Country Head HR are not separate
departments rather these positions are occupied by a maximum of 1-3 employees, thus
giving a very lean reporting structure. Moreover, the HR is centralized and approvals
for all decisions are sought from the head office in Karachi 16. Bank sources claim that
the parent company maintains some control over the HRM policies that are
implemented in Pakistan due to the limited number of branches and employees and
especially due to the recent restructuring in Pakistan.
TRANSCO BANK
TRANSCO BANK, the third, foreign, small sized bank in our sample has 18 branches
with approximately 1500 employees. Like ANGLO BANK, this bank also entered the
13
http://archives.dawn.com/archives/172723
Parent country
15
Enterprise Resource Planning
16
HRM departments location
14
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Pakistan market when the economic and political conditions in the country had taken a
turn for the worse.
This, combined with the weak situation of its international
operations, led to the banks acquisition by a local bank early this year (2013) but the
deal has yet to be completed.
Hence, despite this takeover, at present, the HR
department has not been restructured and retains its functionality as such. The HR
Head in Pakistan reports directly to the regional head 17 of TRANSCO BANK (see
Appendix K) and the HRM operations are regularly monitored by the regional
manager who is involved in formulating a majority of the standard operating
procedures (SOPs) at the subsidiary in Pakistan. The operations of the department
are quite centralized and approvals are sought from the Head Office. The small HR
workforce at the bank is responsible for all the core and support activities of the HR
function and is actively engaged with the employees. This conforms to the culture of
the bank which is quite open and has evolved on the pattern of the parent company.
Conclusion
To summarise, this study employs a predominantly qualitative research methodology
and the case-study method for reporting and analyzing data obtained from the eight
case-study banks. The qualitative, in-depth interview technique is chosen to interview
83 HR, senior and line managers and two industry experts to collect contextualized
data from multiple stakeholders in an attempt to generate thick descriptions and
highlight idiosyncratic details pertaining to each of the case-study banks to analyze
how these may have influenced the role orientation of the HR Function. This data is
also triangulated with company documents where required, to clarify ambiguities
emerging from the interviews and to provide more robust findings. The objective of
employing this research design is to provide a better understanding of the dimensions
explored as opposed to arriving at generalized law like conclusions.
17
Middle East and North Africa region
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Chapter 5: The role of the HR function

5.0. Introduction
The notion of the HR function becoming strategic has gained significant attention in
recent years with scholars focusing on how the human resource function can become
more strategic in its orientation (Buyens and Ans De Vos, 2001; Caldwell, 2001;
Wright, 2008; Truss, 2009; Truss et al., 2002). This idea is also at the heart of our
research and forms the primary aim of this chapter which is to investigate the state of
the HR function with a focus on its role orientation, in the eight case-study banks
investigated in Pakistan. Our endeavour to investigate the presence (if at all) of a
strategic role stems from arguments in research by Hope-Hailey et al. (1997),
Lengnick-Hall et al. (2009), Jamrog and Overholt (2004) and McCracken and Heaton
(2012) who highlight that if the HR function wants to significantly contribute towards
organisational decision making and performance, it is desirable for it to become
strategic.
However, a major challenge in undertaking research on the strategic role of the HR

function arises because there exists no universal description of what constitutes a
strategic role. This is despite the clarity provided in extant research (through various
typologies) and highlighted in the recent past by Truss (2009) that there exists a
distinction between the administrative and strategic role dispensed by the HR function
(refer to section 2.2.).
As a consequence, researchers who investigated the HR
function in the past used varied sets of indicators as evidence to explore the presence
or lack thereof, of a strategic role. For example, Truss (2009), Kelly and Gennard
(2007), Hall and Torrington (1998), Sparrow and Marchington (1998) and Kessler et
al., (2000) place an emphasis on studying the indicators and attributes of the HR head
and the representation of the HR function at various forums, to investigate the role
orientation of the HR function. Truss (2008) employs indicators like involvement of
the HR function in the strategic decision making of the organisation, the vertical and
horizontal integration of the HR strategies and the focus on transformational activities
and long term planning to assess the strategic orientation of the HR function. Golden
and Ramanujam (1985), Azmi (2011) and Teo (2000) make extensive use of the
participation of the HR function in the strategy formulation process as an indicator of
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the evidence of the presence of a strategic role. Hence, to make our findings more
holistic and robust, we attempt to integrate and investigate various indicators of
evidence of a strategic role of the HR function; these broadly encompass the key
aspects which can influence the role adopted by the HR function.
This chapter is organised into five sections. The first section explores the indicator of
hierarchical position and attributes of the HR head to study the influence (if any) on
the role orientation of the HR function. With a similar objective, section two explores
the indicator of the initiatives undertaken by the HR function and the nature of
activities performed by the HR function.
Section three attempts to explore the
indicator of participation of the HR function in the strategy formulation process to

gauge its influence (if any) on the role orientation of the HR function. As stated
above, these dimensions are reported in extant literature with a special focus on how
they can enable the HR function to achieve a strategic orientation. In the backdrop of
the evidence provided in the first three sections, the fourth section highlights the
perceptions of both the HR and line managers related to the strategic (or otherwise)
role of the HR function as both stakeholders are significant in defining the functions
role orientation. The fifth and last section concludes the discussion in this chapter by
integrating the major findings and indicating to the best extent possible whether and if
the HR function in the eight case-study banks adopted a strategic orientation and
dispensed a strategic role.
5.1. Hierarchical position and attributes of the HR Head in the case-study banks
In this section, we explore the hierarchical position of the HR Head, his representation
on the board of directors and other management committees, the profile of the HR
head and the embedded institutional mechanisms to evaluate whether and if they
influence the role of the HR function. The indicator of hierarchical position of the HR
Head (reporting relationship) was chosen because of the significance extant literature
associates with the direct reporting relationship of the HR Head with the Chief
Executive / President and the representation on the Board of Directors and
management committees.
Researchers like Tregaskis et al., (2005), Hall and
Torrington (1998), Kelly and Gennard (1996; 2007) and Kessler et al. (2000) describe
board membership as desirable because board level HR directors have more influence
over strategy and are more positive about the perceived performance of the HR
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function. Further, the rationale for studying the indicator of profile of the HR Head
through the dimensions of the career background of the HR Head, the informal
network of the HR Head, tenure of the HR Head inside / outside the organisation and
the age and experience of the HR Head (see table 5.1) is underpinned in extant
literature.
It also lies in the need to identify which individual level factors can
influence the status / role of the HR function in addition to the more formalized,
institutional mechanisms or factors. For example, Hall and Torrington (1998)
highlight that beyond the formal lines of reporting and board room representation, the
attributes of the HR Head influence the role the HR function plays within an
organisation. Similarly the dimension of strength of the informal network that the HR
head forms with important executives leads to wider acceptance of HRs input in the
strategic decision making process according to research by Kelly and Gennard (2007)
and Sparrow and Marchington (1998) and an experienced and broad career
background of the HR head is cited by Beer (1997) and Lawler (1995) as being
influential in attaining a position within the senior management team.
128
Table 5.1: Reporting line and background of the HR Head

VINTAGE
CLASSIC
TRADITIONAL
MODERN
GLOBAL
WESTERN
ANGLO
TRANSCO
BANK
BANK
BANK
BANK
BANK
BANK
BANK
BANK
Direct
Direct
Direct
Direct
Direct
Direct
Direct
Direct
One tier below
One tier below
One tier below
One tier below
One tier below
Two tiers
One tier below
Two tiers below
CEO
CEO
CEO
CEO
CEO
below CEO
CEO
CEO
Representation in
Presence only
Presence only
Presence only in
Presence only in
Presence only
Presence only
Presence only
Presence only
BOD / Management
in Management
in Management
Management
Management
in Management
in Management
in Management
in Management
Committees
Committees
Committees
Committees
Committees
Committees
Committees
Committees
Committees
MBBS Doctor,
15 years of
20 years of
20 years of
16-18 years of
6-8 years of HR
Corporate
Corporate
Corporate
HR and Non
15years of HR
12 years of HR
Experience
Experience
Experience
Experience
HR Experience
experience
Experience
3-4 years
2-3 years
3 years
2-3 years
4 years
2 years
3-4 years
2 years
3 years in
2-3 years in
2 years in
3-4 years in
TRADITIONAL
MODERN
WESTERN
ANGLO
10 years in
BANK, 7 years of
BANK, 15 years
BANK, 14
BANK, 10-12
TRANSCO
Corporate
of Corporate
years in
years in
BANK
Experience
Experience in US
Banking Sector
Banking Sector
Late 50s
Early 50s
Early 40s
Early 40s
Dimensions
Reporting Line /
Level in Hierarchy
Career Background
Service as HR Head
2-3 years in
Tenure inside /
6-8 years in
outside the
VINTAGE
organisation
BANK
CLASSIC
BANK, 12
years in
Packaging
Sector
Age
Late 50s
40s
Armed Forces, 10
years of
Corporate
Experience
4 years in
GLOBAL
BANK, 16
years of
Corporate
Experience
Early 40s
Late 30s
Source: Primary Data. The dimensions selected are an integrated from previous studies that examined the HR function and / or its role orientation.
129
5.1.1. Hierarchal position of the HR Head and representation on the Board of

Directors and management committees
This section examines whether the hierarchical position of the HR Head and their
representation on various committees and forums is significant in the HR function
attaining a strategic orientation. Kelly and Gennard (2007) suggested that the Board
of Director membership of the HR Head is not entirely necessary for the HR function
to become more strategic. They also conclude that if the HR Head is not a member
of the Board of Directors they can still exert influence through formal representation
in management committees and by developing informal networks. This is also true
in the context of the case-study banks studied in Pakistan. In all the case-study
banks there is no example / precedence of reserving a seat for the HR Head on the
Board of Directors which symbolizes the current state of the HR function. The
Board of Directors in the banks investigated usually consists of representatives of the
shareholders, outside stakeholders and the CEO of the bank. The absence of the HR
Head on the Board of Directors in the eight case-study banks may in part be because
of a lack of aspiration on their part to be a member of this forum as presently they
continue to struggle to establish their value and credibility in the senior management
committees. What then needs to be ascertained is whether this inclusion of the HR
Head is merely a token presence or it translates into some meaningful involvement
of the HR function in the strategic decision making process. We elaborate on this
notion in section 5.3., which explores the indicator of the involvement of the HR
function in the strategy formulation process.
Beyond the representation of the HR Head on certain management committees, their

place in the organisational hierarchy may also affect their extent of involvement in
strategic matters. In all the case-study banks, the HR Head has a direct reporting
relationship with the chief executive of the bank and in a majority of the banks
investigated, the HR Head is only one tier below the CEO. The two exceptions are
WESTERN BANK and TRANSCO BANK where the HR Heads are two tiers below
the CEO, despite having a direct reporting relationship. This results in the HR
Heads position being below most group heads (title used for senior managers) who
have a hierarchical advantage over the HR Head. As a consequence, their influence
and involvement is curtailed in strategic discussions by the group heads.
The
situation in slightly better in five case-study banks, GLOBAL BANK, ANGLO

130
BANK, CLASSIC BANK, TRADITIONAL BANK and MODERN BANK where,

according to the HR managers and HR Heads interviewed, the representation of the
HR Head at the senior management forums has enhanced HRs understanding of the
strategic context. However, this has not translated into the HR function adopting a
strategic role to a similar extent in all the case-study banks.
For example, in
MODERN BANK, the HR managers interviewed claimed that despite an enhanced

understanding of the strategic context, the function fell short of much worthwhile
strategic input. The following comment by an HR manager in MODERN BANK
illustrates this position,
HR has made headway with representation on management committees but that
access has not translated into something worthwhile. The HR function can make
much better use of this opportunity. (MODHR4)
In the case of two case-study banks ANGLO BANK and GLOBAL BANK, data
revealed a relatively greater level of input by the HR Head and the function in
dispensing somewhat of a strategic role. In the case of GLOBAL BANK, the HR
head interviewed stressed that his position in the hierarchy and his representation on
the committees was not limited to being a silent observer. He explained that he had
managed to actively participate in the discussions and to voice HRs perspective; this
was a significant departure from the norms practiced in the other banks in the sector.
In the case of ANGLO BANK, the HR Head who is part of the management
committee is quite prominent in his participation according to the senior managers
interviewed in this bank. According to the HR managers interviewed in this bank,
the committee meets every month to discuss the development and growth agenda of
the bank. For his active involvement in these sessions, the HR Head conducts a premeeting exercise within the department based on which he prepares for the
management committee.
In the eighth and last case-study bank, VINTAGE BANK, neither the direct
reporting relationship, nor the representation of the HR Head in management
committees resulted in the function dispensing a strategic role. According to the HR
managers interviewed in this bank, the pronounced emphasis on improving the
implementation of the HR practices / systems, low expectations of senior
management from involvement in strategic level discussions and, to some extent the
131
personal attributes of the HR Head resulted in the lack of strategic role dispensation.
An HR manager elaborating on his views of the HR Heads role in management
committees stated that while the HR Head is part of most committees, his role in the
decision making process is not particularly significant, because of the focus on
policy implementation.
Our [HR function] direct reporting and representation in management committees is
not enough. I believe we are not taken seriously. We lack the will to assert
ourselves. The confidence to do so is just not there and so we are never really treated
at par with other line managers. (VINHR3)
A senior manager commenting on the role of the HR Head in various forums /

meetings stated that senior and line managers had low expectations of much
significant contribution by the HR Head. This was because of a historical trend
which indicated lack of participation on his part at such forms, despite his position in
the hierarchy and the ease of access with the CEO.
The HR Head attends all corporate level meetings but he does not voice his opinion
until it is solicited, so I would say he takes no initiative to assert himself or the HR
function at such meetings. The situation now is that in fact, we really arent looking
for any real input from the HR function. (VINSM2)
In our analysis based on the data collected from VINTAGE BANK, we can infer that
the low expectations of the senior and line managers stem not only from an under
utilization of the hierarchical position of the HR function and the reporting channel
of the HR Head but they also relate to the broader contextual factors. This bank has
a legacy which it carries from its 40 years plus history as a public sector bank where
the then personnel function was never considered significant in the operations of the
bank.
It only performed administrative work such as record keeping and
dissemination of letters. The clerical nature of the work previously performed by the
HR function continues to present a hurdle in the uplift of its image as the bank still
has a significant presence of incumbents in its workforce. Therefore, the incumbent
line managers are not willing to adjust with the inclusion of HR in management
committees or to acknowledge its role (if any) in strategic level discussions.
132
5.1.2
Profile of the HR Head and embedded institutional mechanisms
It is imperative to study the career history of the HR Head in order to assess how and
if, certain career paths and experiences may yield a better comprehension of the
strategic context in which each of the case-study banks operates. Additionally, a
study of the HR Heads profile can provide insights into whether longer service in
the bank or a longer career in the HR function, for instance, can result in greater
institutional support by the senior management which can increase the credibility
and profile of the HR function. Consequently, the resolve of the HR Head and
discretion made available to them by the senior management to exercise their will
also seems to influence the profile of the HR Head and the profile of the HR
function. This section integrates the various factors (identified here) with a focus on
the profile of the HR Heads in three case-study banks (CLASSIC BANK, MODERN
BANK, and ANGLO BANK), where evidence existed of their influence on the role
performed by the HR function. The fourth case-study bank in focus, GLOBAL
BANK, is explored to examine the effects of institutional mechanisms in influencing
the role performed by the HR function.
Starting with the factor of career history, we found that in CLASSIC BANK, the
head of HR ascended up a broad corporate ladder and did not have a focused HR
career path. According to interviews of line managers in this bank, the HR Head
served in core business positions in other corporate sector organisations and seemed
cognizant of the pressures and constraints faced by line managers, in general. It
appears that by virtue of his holistic knowledge, line managers seem to value his
input on issues related with people management. Additionally, it appears from the
evidence gathered that it is the profile of the HR Head which has raised the profile of
the HR function at the strategic forums and that without his presence the HR
function might not have enjoyed the current elevated status it does.
It can be inferred from the discussion above that the bank lacks institutionalization of
the HR function within the strategic realm of management and that its current
(improved) profile is not grounded in the formal position accorded to it in the
hierarchy or management committees, rather it stems from the profile of the HR
Head. As a consequence, the power and influence wielded by the HR function is in
some respects dependent on the individual heading the department. Moreover, line
133
managers interviewed indicated that the HR Head appeared confident and selfmotivated and where possible, projected the perspective of the HR function in
strategic forums. Further, according to the HR managers interviewed in CLASSIC
BANK, in addition to his profile, the HR Head has built a substantive informal
network with senior and line managers which ensures open communication and
encourages exchange of ideas with them. Similar views were shared by senior
managers interviewed who stated that the HR Head enjoyed their confidence because
of the relationship he had managed to build with them. In some ways this indicates
that the HR Heads profile and the institutional mechanism of informal networks can
influence the HR functions capacity to perform what may be termed as some form
of a strategic role.
Moreover, these findings are substantiated through the interview of the HR Head
himself who stated that whatever position he had achieved was largely because of his
career profile which was instrumental in building his credibility in the eyes of senior
and line managers and not so much a result of institutional mechanisms / support.
This is evident from his comment,
The discretion I enjoy comes after a struggle, it was not provided effortlessly. Yes,
there is still resistance and there are ongoing battles. I have built a small but strong
team of corporate HR people and provided them a lot of leverage to perform. But
quite honestly, if I am not here tomorrow, they will need to create their position and
establish themselves again. (CLASHR1)
Our findings indicate that the profile of the HR Head was also instrumental in raising
the profile of the HR function in MODERN BANK.
The HR Head enjoys a
respectable status in the organisation because of his background in the banking

industry. He performed operational and administrative roles, in banks in North
America, before heading the HR function in this case-study bank in Pakistan. He
displays an acute understanding of the business, demonstrates a positive mindset and
is considered to be a thorough professional by senior and line managers interviewed.
His familiarity with line responsibilities has allowed greater alignment of the HR
function with the needs of the business, in the perception of line managers. The HR
Head talked at length about the discretion he enjoys to influence the business
strategy,
134
Nobody can tell me that I do not understand the intricacies of business or my

policies are unrealistic. They know that I have worked in senior positions in foreign
organisations and that I was highly successful in those positions. I told the senior
management when they were hiring me that I am not interested in being a
figurehead. I mean business and my previous credentials have helped. (MODHR1)
In ANGLO BANK, the HR heads status is derived from a higher education degree
in HR and primarily his extensive experience of working as an HR professional
during his career. Based on the views expressed by HR managers interviewed in
ANGLO BANK and our inference based on a comparative analysis with the other
case-study banks, it appeared that the HR Head in ANGLO BANK had the most HR
specific expertise and a well rounded understanding of the HR milieu, at least
outwardly. Owing to his practitioner based approach, he was assessed by senior
managers interviewed as one who brought a practical perspective to the table and his
efforts led to the introduction of HR specific strategy planning tools like the HR
Balance Scorecard in the bank.
Amongst the four case-study discussed above, it is only in GLOBAL BANK that the
role of the HR function is widely accepted and the HR Head is expected to dispense
a more meaningful role at the strategic forums. Like CLASSIC BANK, the HR
Head in this case-study bank also has a broad business background and exercises
considerable authority in his domain. The influence exerted by the HR Head can
firstly be attributed to the institutional mechanisms that facilitated an enhanced
profile of the HR function, and is not largely dependent on the profile of the HR
Head, alone. This is possibly because the function is aligned with the international
practices and the HR Head reports to the global HR division, in addition to the CEO
in Pakistan. Hence, the presence of the HR perspective at the strategic level is owed
to the formalized existence of HR policies, frameworks and guidelines that are
documented in detail and leave little room for ambiguity.
Secondly, the institutional mechanism of support by the senior management (CEO /

Country Head) contributes to the formalized authority of the HR function at the
strategic level. The CEO actively seeks the HR Heads opinion on a regular basis,
according to the interview of the HR Head himself. The CEO lends support to the
135
initiatives undertaken by the HR function but his explicit support is not received with
much appreciation by the line management according to the HR managers
interviewed. One line manager commented that senior managers sometimes rely too
heavily on HR and give disproportionate weight to their opinion.
However,
according to the HR managers interviewed, this status has been accorded to them
because of a reputation for reliable delivery and objective assessment. The HR
function intervenes in the process of decision making if the decisions do not appear
to conform to the norms of the organisation. In the words of one HR manager
interviewed at GLOBAL BANK,
We try to accommodate all reasonable requests [by line and senior managers] but
then there are times when we have to take a stand in the best interest of the bank
being the guardians of organisational norms. We are viewed by the senior
management as responsible for keeping the organisation out of trouble. (GLOHR3)
Hence, in GLOBAL BANK, the inclusion of the HR Head at the strategic level
forums can be attributed to the institutional mechanisms which provide the HR Head
and consequently the HR function the capacity to dispense a strategic role. The
institutional mechanisms include the global HR policies, the norms of formalized
HR involvement at the global level and the support provided by the CEO / Country
Head in Pakistan.
We now discuss the three case-study banks where the HR functions profile in
comparison with the four case-study banks discussed above is much less. Again, the
influence of the HR Heads profile and institutional mechanisms forms the basis of
our analysis.
In TRADITIONAL BANK, the HR functions profile is largely
established through the institutional mechanism of a strong informal network with

senior and line managers, built by the HR Head. Not only does the HR Head appear
to enjoy camaraderie with the senior management team but he has also made himself
accessible to line managers, according to the HR managers interviewed in the bank.
They contended that while he is respected and appreciated for his affable personality
by the team, he does not have sufficient business acumen to raise the profile of the
HR function at the strategic level. This assessment appears similar to that made by
the line managers interviewed, who stated that the HR Head could not provide an
adequate level of input in strategic matters, mostly because of his low business
136
understanding and dearth of experience of working as a career HR professional. The

following comment by a line manager at TRADITIONAL BANK illustrates this
position.
He gets along well with people in the organisation. He is well liked but when it
comes to finding solutions to HR matters, he generates informal pressure from
senior management to get things done, instead of convincing us [line managers] by
presenting specific views. (TRADLM1)
Further, according to a senior manager interviewed in TRADITIONAL BANK, the

enhanced profile of the HR function in the bank seems to suffer rather than benefit
from the HR Heads over reliance on informal networks.
We have given him support and flexibility to assume a greater role in strategic
matters but he gets tangled in mundane issues instead. If he is asked about his
opinion, in general, he responds by either supporting someone elses view or gives a
neutral perspective. We never get to know what the HR function is thinking on a
particular matter. (TRADSM2)
In the case of WESTERN BANK and TRANSCO BANK, the factors of age and
tenure of work experience of the HR Head resulted in the low profile of the HR
function. Evidence indicates that age was of consequence in both the case-study
banks (WESTERN BANK and TRANSCO BANK) where the HR Heads are young
individuals with less than fifteen years of work experience behind them. Also, we
found that the tenure of the HR Head whether inside or outside the organisation did
not appear to have any significant influence on how line and senior management
perceived the HR function and the role it was dispensing in both the banks. In the
case of WESTERN BANK, the HR Head is an outsider who joined the bank only
two to three years ago and in the case of TRANSCO BANK, the HR Head in an
insider who joined the bank fourteen years ago.
Chronologically, both the
individuals have risen up the HR hierarchy within a short span of time; line
managers who are equivalent in the hierarchy are much advanced in age and
experience. In a status conscious society such as Pakistan, young age and low
experience act as a barrier to effective discourse.
Evidence gathered from the
interviews with line managers in these banks indicates that despite their higher
137
position in the hierarchy, both HR Heads have limited discretion in the performance
of their responsibilities.
Summary
To summarise, evidence presented in this section highlights that the position of the
HR Head in the organisational hierarchy, their representation on the Board of
Directors and their direct reporting relationship with the CEO have a possible role in
establishing their legitimacy and in influencing the role performed. However, we
also found that the representation of the HR Head at these strategic forums alone, did
not affirm the HR functions participation and influence. We found the HR Head not
to be a part of the Board of Directors in the eight case-study banks investigated
which we attribute largely to the fact that the HR function is still trying to gain
legitimacy within the management committees. Our finding relates more closely to
the views presented by Sheehan (2003) which highlight that representation in board
and management committees does not necessarily result in the HR function
dispensing what can be termed as a strategic role. Additionally, we found certain
other factors like an administrative legacy and the low hierarchical level of the HR
Head in the organisational hierarchy to have influenced the profile of the HR Head
and the HR function.
Further, based on our analysis of the factors which define the profile of the HR Head
and the institutional mechanisms that influence the HR functions capacity to
dispense a strategic role, we found the factors of a broad based business background
of the HR Head, a career in the HR profession and in some respects, the assertive
personality of the HR Head to dominate and influence the HR functions status. The
presence of these factors provides the HR Head a profile through which they can
leverage and exert their will; this is especially true in banks CLASSIC BANK and
MODERN BANK where the HR functions profile is not embedded in the institution
and the HR Head physically embodies the function. In GLOBAL BANK where the
HR function is integrated with the other organisational systems, the HR Head enjoys
more authority by virtue of his position rather than his profile and in ANGLO
BANK, both institutional mechanisms and the HR Heads profile appears to
influence the HR functions profile.
138
Out of the four case-study banks where the HR function appeared to have an
enhanced profile at the strategic level, in VINTAGE BANK, MODERN BANK and
ANGLO BANK, the function appeared to have been influenced by the profile of the
HR Head while in the fourth case-study bank (GLOBAL BANK) the influencing
factor seemed to be the institutional mechanisms. Of the three case-study banks
where the HR Heads profile was influential in defining the HR functions profile, in
two banks (MODERN BANK and CLASSIC BANK) the factor of broad based
corporate experience and understanding of the business context appeared dominant
while in the third case-study bank (ANGLO BANK) the factor of the HR Head
having a practitioner background appeared to have enabled him to influence the HR
functions profile. However, the common factor among all the influential HR Heads
is perhaps their will to take initiative and be visible in their conduct. Hence, the
resolve of the HR Head and the mindset of the senior management appear to be
variables that can influence the HR function and the role it performs.
Our evidence highlighted the existence of some institutional mechanisms that

appeared to influence the profile of the HR Head and the HR function which carries
implications for the capacity of the HR function to perform a strategic role. Also,
these institutional mechanisms can affect the resolve of the HR Head to assert HRs
perspective at the strategic level. The institutional factors which emerged from our
data include the support and positive mindset of the senior management / CEO, the
informal network developed by the HR Head, alignment with the global HR
practices and reporting relationship with the global headquarters in the case of the
four foreign banks investigated, a lingering public sector legacy in VINTAGE
BANK and the hierarchical position of the HR function in the organisational
hierarchy.
5.2 Initiatives undertaken and focus of the HR function

In this section, we analyse the initiatives undertaken by the HR function and the
focus of the activities it performed, in this section. This will help identify and
describe the nature (strategic or administrative) of the major initiatives undertaken in
each of the case-study banks between 2008 and 2010 to determine whether the
orientation of the HR function was strategic or otherwise.
139
Table 5.2: Initiatives and focus of the HR function

Long Term Initiatives
Proactive Initiatives
Transformational Activities
Short Term Initiatives
Reactive Initiatives
Transactional Activities
VINTAGE
BANK
Recruitment and Selection
Downsizing , Streamlining
Semi Automated Systems,
Initiatives
Operations
Personnel Style of Management
Strategic Planning &

CLASSIC
BANK
Carried out through initiatives
Organisational
Development Departments
undertaken by the two newly

created departments
Employee motivation
Workforce Management &
Initiatives
Deployment
-
TRADITIONAL
BANK
Refining Policy HR Framework

Procurement of People Soft
Change Management
Training and Development
Salary Surveys, Volume Gap
Initiatives
Initiatives-
Analysis
Introduction of new performance
MODERN
Workforce Planning and
Workforce Planning and
management systems aligned with
Training-
Training
strategy to recruit and retain

performers
BANK
XY Survey, Talent
GLOBAL
Management Process
BANK
WESTERN
BANK
Creation of positions of business

partners
Efficient Employee Policies
Employee Motivation
Pakistan Investment Plan,

Balanced Score Card
Programs
BANK
AZ Recruitment Strategy
Efficient Employee Policies
Global HR Implementation
Pakistan Business Plan,
TRANSCO
Shifted to Regions
Initiatives
ANGLO BANK
Performance Management
Employee Road Show, HR
Services Satisfaction Survey
Global HR Implementation,
Programs / Restructuring-
Downsizing
Source: Primary Data

* HR Activities reported from 2008-2010
* White Region signify Long term, Proactive, Transformational Initiatives
* Grey Region signify Short term, Reactive and Transactional Initiatives
140
Operational Efficiency
Operational Efficiency
Operational Efficiency, T&D
We employed three distinct dimensions to assess whether the initiatives undertaken

by the HR function aided it in developing what can be termed a strategic role. These
dimensions have previously been used by Truss (2008) to understand the role of the
HR function; the dimensions include long-term / short-term initiatives, proactive /
reactive initiatives and transformational / transactional activities. Truss (2001) states
that a long-term perspective of the HR function and the link between the HR and
business strategy can indicate the strategic orientation of the HR function. Table 5.2.
illustrates various examples, in each of the three dimensions to exemplify in which
dimension the HR function placed greater emphasis. In table 5.2., above, evidence
of initiatives that are long-term, proactive and transformational indicate a shift in the
HR function towards dispensing what may be termed as a strategic role and evidence
of HR initiatives that are short-term in orientation, reactive and focus on
transactional activities suggests that the HR function continues to primarily perform
an operational role.
5.2.1. Long-term / short-term initiatives

In our examination of this dimension, we follow the definition given by Wilkinson
and Marchington (2005), that a long-term focus entails employing a longer time
frame for HR programs to achieve their objectives and initiating programs that have
far reaching implications for the organisation. It ensures a holistic and integrated
approach to meeting the HR needs of the organisation rather than a short-term ad hoc
arrangement. Further, we select this dimension based on research by Truss (2008)
and Truss (2002) who state that an HR function which plans and executes long-term
initiatives implies a greater tendency to perform a strategic role. Thus, an effort to
delineate the HR initiatives of the eight case-study banks on the lines of long-term /
short-term orientation is made in this research to uncover the orientation of the HR
function in the banks; our examination of the banks yielded varied results (refer to
table 5.2). There was some evidence of a long-term and holistic approach adopted
by the HR function in GLOBAL BANK, ANGLO BANK, CLASSIC BANK and
MODERN BANK but in the remaining banks, the HR function largely exhibited a
short-term focus in the tasks it performed.
The HR function at GLOBAL BANK, in comparison with the other four domestic
and the three foreign banks appeared to have a long-term focus. The HR Head
141
represents the function at all strategic level committees and is actively involved in
the process of strategic decision making. The HR function has initiated several
schemes like the XY survey to achieve long-term objectives like promoting
employee engagement. The survey was introduced in GLOBAL BANK in Pakistan
as a global initiative; it actively records the perceptions of the employees and then
rates the activities of the HR function against them. This enables the HR managers
to gauge if the HR function is meeting the requirements and expectations of the
workforce. The survey has become a primary source of information for the HR
function and the results reported in the survey are used to institute policies and to
introduce initiatives for the long-run.
For instance, the bank has initiated schemes / policies to improve employee retention
and motivation as a direct consequence of the suggestions made by employees in the
XY survey. GLOBAL BANK also introduced practices such as succession planning
and talent management which have a long-term orientation and focus. An annual
exercise conducted in the bank classifies employees in bands or grades according to
their performance record and perceived potential for progress. After generating the
performance and potential matrices of the employees the HR function charts the path
of top performers through specialist and generalist roles.
In ANGLO BANK, the HR function despite its small size has shown a considerable
shift towards dispensing a role at the strategic level. In 2007, ANGLO BANK
launched the Country Business Plan (Pakistan), a strategic document outlining its
business objectives in Pakistan. The three year plan was envisioned with due input
from the HR function; the bank is also developing a similar document to chart their
investment over the next two years (the second stage of the first program). These
two strategic documents also entail a comprehensive, long-term role for the HR
function as reflected in the input obtained by involving the HR function in the
planning phase.
The HR function has also implemented the Global Balanced
Scorecard and has customized it to define the HR objectives, measures and targets
which enabled the integration of the HR strategy with the banks strategy to ensure
the alignment between HR and organisational goals, in the long-term.
142
In the case of CLASSIC BANK, in 2007, the bank established the departments of
Organisational Development and Strategic Planning; the heads of these departments
report directly to the HR Head and are accountable for aligning the planning and
forecasting processes in the HR function with the requirements of the organisation.
The establishment of these departments is an endeavour by the bank to bring a longterm focus to the initiatives undertaken by the HR function. Additionally, the HR
Head has formed a corporate team consisting of dynamic individuals but they have
yet to play an active or prominent role in planning the long-term initiatives, at least
till the time of the interviews. The inclusion of the HR function in the strategic
planning process is currently limited to the HR Head but the team is being groomed
to become more central to the strategic decision making process, according to the
HR Head. In the case of MODERN BANK, the workforce planning exercise and
training programs conducted to identify the hiring requirements for Management
Trainee Officers (MTOs) and their subsequent training and
orientation
(approximately nine months long) were aligned with the banks long-term strategy.
The strategy entails to induct professionally qualified employees at entry level from
amongst whom the best performers can be groomed for strategic positions in the
future.
Apart from the notable exceptions reported above, evidence emerging from the other
case-study banks predominantly indicated that the HR initiatives were generally
geared towards addressing the short-term needs / issues in the banks. The HR
function in these banks had either not undertaken long-term HR initiatives in the
recent past (at the time of interviews) or if they had, the initiatives were not
successfully implemented. In VINTAGE BANK for example, a recruitment and
selection scheme was introduced to fill vacant positions at the middle management
level in some of the newly introduced product / service areas. This scheme was
introduced in parallel with the downsizing initiative taken by the senior management.
The HR function responded with a short-term focus and opted for external hiring
rather than considering the option of training and redeploying the employees
separated during the downsizing exercise. In taking this initiative, the HR function
compromised the long-term objective of securing employee commitment because
according to some of the line managers interviewed, the downsizing move and
external hiring sent a signal to the survivors that the bank was unwilling to invest in
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training and retaining those who had been with them for the last 10-15 years. Aside
from the issues of low profile and less involvement of the HR function in the
strategic decisions (elaborated in section 5.1.) the HR function in this bank suffered
from a lack of time and resources; the HR managers stated these as the reasons for
the unsuccessful implementation of the long-term initiatives undertaken by the HR
function. The comment of an HR manager reflects these concerns.
I wish I had a recruitment and selection practice aligned with the long-term
workforce needs. I want to have in place a new recruitment and selection system
which takes into account internal and external factors but unfortunately, I dont have
the resources to do so and my staff is burdened with the routine work. So there is
not much input I can expect from them either. (VINHR4)
A long-term initiative was undertaken by the HR function in TRADITIONAL

BANK where an organisational change management initiative was introduced in
2007, based on the recommendation of an externally hired consultant. However, the
initiative did not succeed to much of an extent. According to the HR Head, it was
aimed at instilling a more dynamic culture in the bank and included measures like
training in customer relationship management, introduction of a learning and sharing
work environment and an emphasis on organisational development initiatives.
Evidence presented in the interviews of HR and line managers indicates that this
initiative was largely unsuccessful because of a lack of commitment and vision both
on the end of the HR function as well as senior management. The HR function did
not take ownership of the initiative as it was considered an outsourced activity and
not their brainchild; although senior management believed in the utility of the change
management initiative, they did not tactically integrate it with the other operations in
the organisation. Hence, both the stakeholders appeared somewhat unclear about the
objectives to be achieved from the initiative and either did not support or were
uncommitted during the implementation phase. As a consequence, this intended
long-term initiative actually reduced to isolated, short-term interventions such as
updating job descriptions, publicizing the vision and mission of the organisation
more widely and refurbishment of some branches in the major cities to create a
professional environment.
144
In TRANSCO BANK, the HR function has had difficulty in designing a training

program that pre-empts the developmental needs of the employees. The HR Head
feels that the training imparted in the bank is not customized and is short-term in
nature. Most employees are sent to a national / domestic training institute (The
National Institute of Banking and Finance) which is operated by the State Bank of
Pakistan.
This institute conducts generic courses for the trainees belonging to
several banks. The HR Head stated that despite the availability of a Training Needs
Analysis system in the bank, line managers seldom integrated it in their decisions.
According to him, the line managers appeared unwilling to prioritize employee
development over business needs and in fact, mostly line managers even dictated the
nature, length and type of the training to be imparted. He added that the line
management focuses on the current training needs of the employees by sending them
to workshops or training that are related to their existing job activities rather than to
those workshops which can develop them for the future. Hence, we can infer from
the above discussion that the HR function has been unable to institute a long-term
training and development plan at the bank mostly due to the approach of the line
managers.
In WESTERN BANK, the HR function introduced initiatives geared towards

achieving employee motivation; they include a sponsored vacation program and
management retreats but these programs did not appear to tie in with the long-term
employee engagement policy of the bank. According to line and senior managers in
this bank, these programs provide temporary recreation and relaxation for the
workforce and in the past were unable to create much long-term benefit for the bank.
Also, the execution of such programs has been inconsistent, for example, in the first
year of its launch, five employees benefitted from this opportunity but in the next
year only three were sent on company sponsored vacation.
5.2.2. Proactive / reactive initiatives

According to Truss (2002), initiatives that are led by the HR function are termed as a
proactive and Tyson (1995) posit that an HR function that is proactive in its
interventions rather than merely reactive can be designated as more strategic in its
orientation.
Hence, we examine the dimension of the nature of the initiatives
undertaken by the HR function (proactive or reactive), in the case-study banks, in an

145
attempt to determine whether and if, the HR function in these banks was dispensing
what can be termed as a strategic role. Our study revealed the presence of proactive
HR initiatives in three case-study banks (MODERN BANK, GLOBAL BANK and
ANGLO BANK), while the HR function resorted to reactive initiatives mostly, in
the five remaining banks investigated. In the three case-study banks where the HR
function appeared to have a proactive approach in its work, the function was
involved from the on-set and led the initiatives from the conceptualization stage till
the implementation stage. Most line managers interviewed in the three banks stated
that while the HR function was not always proactively seeking to identify areas of
improvement in its domain, there were instances when the HR function introduced
certain initiatives and also convinced various stakeholders involved, of the utility of
the initiated programs.
For instance, in MODERN BANK, the role of the HR function was proactive in
terms of the long-term workforce planning as it staffed the newly opened branches
through internal recruitment, placement and retraining and resorted to minimal
external hiring, with only approximately 100 personnel hired from the market. This
initiative was undertaken due to the exponential growth in the branch network which
increased from 238 to 320 during the period of the research. In addition senior
managers at MODERN BANK stated that the bank was known for its proactive
employee related practices through which they were able to retain valuable
employees, even at a time when job mobility was high and the market conditions
were favourable for job seekers. Examples these practices include the introduction
of career management and development practices and the induction of a new
performance management system which integrated these practices with the
compensation practice.
According to line managers interviewed, a result of these
practices was the low turnover rate in the bank which was below the prevailing
industry standard.
In the case of GLOBAL BANK, the HR function anticipated an increase in the need
for hiring middle managers due to the growth and expansion policy of the bank from
2005 onwards.
An advisory team of senior business heads was constituted to
develop the AZ Recruitment Strategy which is considered by senior managers

interviewed as a significant initiative undertaken by the HR function.
146
This is
because the strategy aims to identify and manage talent through the introduction of
various employee retention policies.
Further, according to the senior managers
interviewed, such proactive efforts by the HR function have ensured a continuous

supply of talented human resources and the retention of this talent at a time of fierce
competition in the labour market.
Similarly, in ANGLO BANK, to improve the visibility of the HR function and to

enhance employee engagement activities, the bank held an Employee Road Show in
2009. This initiative was not only a first for the bank but for the industry as well,
according to the HR Head. According to him the HR function also conducts an
internal (HR Department) Services Satisfaction Survey to gauge its own
performance. The introduction of the survey indicates a sense of ownership and
responsibility by the HR function which uses the findings of the survey to improve
its own processes to meet the expectations of line and senior managers. One line
manager who had joined the bank (ANGLO BANK) approximately a year ago
commented that,
The Employee Road Show was a wonderful initiative. I came to know about so
many employee engagement and development schemes, which I didnt know
existed. For instance I didnt know that the HR department sends the top three
performers to a company sponsored vacation. It just increased my motivation to do
better. (ANGLM2)
In contrast with the case-study banks discussed above, VINTAGE BANK,

CLASSIC BANK, TRADITIONAL BANK, WESTERN BANK and TRANSCO
BANK mostly exhibited what can be termed as a reactive approach to people
management. In VINTAGE BANK, in recent times (at the time of interviews), the
HR Head on the behest of the senior management led a cost cutting initiative by reclassifying employees within the branches. The bank underwent three phases of
downsizing, reducing the manpower from around 32000 employees in 1997 to its
present figures of approximately 12500 employees. This initiative was again driven
by senior managers in terms of the strategic choice / decision made and the HR
function primarily acted in a reactive manner to implement the downsizing decision.
Subsequently, a voluntary employee separation scheme was introduced by the HR
function which was widely known as golden handshake scheme; it offered
147
considerably lucrative severance packages to the separated employees. According to

the senior managers interviewed in this bank, the scheme was an initiative of the
strategic management committee of which the HR function was not a part, at that
time. The HR function was primarily tasked to implement the scheme.
In the case of CLASSIC BANK, the HR function appears to have taken some
initiatives to enhance its strategic contribution through greater representation and
participation at the strategic level forums and the undertaking of some long-term
initiatives as discussed previously in this chapter. However, evidence related to the
nature of activities performed by the HR function (proactive or reactive) revealed
that the initiatives undertaken were mostly reactive in nature. According to the
senior and line managers interviewed, the HR function designed and implemented a
new performance management system in the bank after line and senior managers
highlighted the need for introducing an integrated system to measure and manage
performance, to reward, train and develop employees. Further, a senior manager
highlighted that the new performance management system did not clearly identify
measures to monitor employees on certain criteria related to financial irregularities
set in the code of conduct, issued by the regulator of banks.
In the case of TRADITIONAL BANK, the training and development department is a

typical example of the reactive nature of the HR function. This department is not
involved in conducting a formal training needs analysis exercise on a regular basis.
In general, line managers send the requirements for training of their employees,
inclusive of the type and duration of the training and at times, even the organisation
to attend. The HR function is responsible for either organizing an in-house training
for a group of employees or for making the logistical arrangements for participants
who are sent for external training. Further, in TRANSCO BANK, management
opted for rationalizing / downsizing its workforce in recent times. This evidence
emerged from the interviews of the HR Head and senior managers and was
triangulated with the documents obtained from the bank. Despite the strategic intent
behind this initiative, there was no involvement of the HR function in the planning
phase. It was only when the decision had to be communicated and implemented that
the HR function was involved. This created a crisis management mindset within all
cadres of the HR function and consequently, it was not prepared to provide any
148
outplacement services to aid those separated during the downsizing. Further, the HR
function did not, in the aftermath take any proactive initiatives to boost the morale of
the survivors.
The evidence from interviews with the HR Heads in the four foreign banks in our
sample GLOBAL BANK, WESTERN BANK, ANGLO BANK and TRANSCO
BANK indicates that these banks were required to conform to the Global HR
policies which appeared to curtail the proactive involvement of the HR function in
developing and introducing localized HR initiatives and policies.
Hence, the
standardization of the HR practices renders the HR function in the foreign banks to

generally undertake reactive initiatives.
5.2.3. Transformational / transactional activities

In this section we analyse the time spent by the HR function in the case-study banks,
on performing transformational and / or transactional activities, to assess whether
and if the HR function developed a strategic orientation. Extant literature highlights
that the HR function needs to delegate some transactional activities to line managers
in order to create time for the HR function to dispense more transformational or
strategic activities. Ulrich (1997), states that an HR function that spends more time
on transformational activities as opposed to transactional ones is better aligned to the
business strategy of the organisation and is thus able to dispense a strategic role.
This is because instead of focusing on the daily operational activities which are time
consuming, the function consciously reorients its time and efforts to activities that
can directly contribute to the attainment of the overarching strategic objectives of the
organisation. Transactional activities are defined by Noe et al. (2006) to include
daily transactions like benefits, administration, record keeping and employee
services which are low on strategic value and transformational activities include
knowledge management, strategic redirection, cultural change and management
development.
In our sample banks examined, evidence revealed that only one case-study bank
(GLOBAL BANK), appeared to delegate operational work to the line managers to
some extent, to create time for performing transformational activities. The HR
function in the other case-study banks continues to largely occupy itself with the
149
performance of transactional activities. In GLOBAL BANK, due to the structure of

the HR function (three legged stool model), the HR personnel are bifurcated into
clear segments; thus, those tasked with performing transformational activities devote
their time to performing these tasks only.
According to the HR managers
interviewed in this bank, the shift to the three legged model was designed and
implemented with the intent to re-orient the HR function in the bank so it could
dispense a greater strategic role. One example which illustrates this intent is the
creation of the positions of business partners in the bank; they are each appointed
with the business heads of different divisions. These business partners, in the view
of the HR Head, were involved to a considerable extent in providing advice /
consultancy to the business heads and were able to commission HR work from the
centre of expertise and shared services, for their division.
Two case-study banks, MODERN BANK and CLASSIC BANK while mostly
focusing on improving the employee policies undertook some transformational
activities which indicate the initiation of a shift in the orientation of the HR function.
In the case of MODERN BANK, one example of such an activity was the induction
of a new performance management system which according to the HR managers was
geared towards enhancing the performance of employees and transforming the work
culture. Additionally, in CLASSIC BANK, as mentioned earlier, realizing the need
for operational excellence, the HR function refined HR policies and processes and
beyond that, it undertook some transformational initiatives which are evident in the
establishment of two new departments of Strategic Planning and Organisational
Development. These departments are accountable for aligning the change initiatives
introduced by the HR function with the banks strategic objectives.
According to line managers interviewed in CLASSIC BANK, it appears that the

focus of the HR function is not to develop new policies that bridge the gap between
HR and line initiatives but it is mostly to upgrade existing HR policies to cater to the
current business needs.
Although, line managers interviewed appreciated the
initiative to upgrade the existing HR policies, they claimed that the focus of this
initiative was purely to improve the administrative aspects. Hence, HR function was
unable to re-orient itself and perform activities of transformational nature that could
contribute to the strategic organisational objectives. Additionally, the relationship
150
managers in the HR function in this bank jointly report to the respective line
managers but they are not performing the role of a business partner, a role which
encompasses the delivery of transformational work aimed at meeting the strategic
business objectives. Rather, the relationship managers are providing operational
support only.
Evidence gathered from the interviews of senior managers and HR mangers in

VINTAGE BANK indicates that due to its public sector legacy, the personnel style
of management which is symbolic of bureaucratic organisations continues to
perpetuate in the bank. The HR function has yet to automate most of its key
processes and relies on manual procedures, which leads to a transactional focus of
the HR function.
The units within the HR function which are responsible for
providing services like compensation, payroll and employee relations are heavily
overstaffed which appears to indicate a continued emphasis of the HR function on
performing transactional work in the future as well. The figures available in the
bank documents provide credence to this claim.
In TRADITIONAL BANK, according to the HR Country Head, even though he is a

member of the core management committee, he still devotes a higher percentage of
his time to monitor the transactional HR related activities performed by his team.
This according to him is because the HR function is in a period of transition where it
is now aspiring to perform transformational work, but the transactional activities
continue to lie in HRs domain; this necessitates that he devote sufficient time to
monitor these activities. Further, he added that there were resource constraints due
to which the workload related to transactional activities could not be reduced, like
the availability of an adequate IT infrastructure which could reduce the time his staff
(HR managers) spent on such activities. However, unlike VINTAGE BANK above,
in this bank there appeared to be an intent on the part of the HR function to acquire a
strategic orientation, which is evidenced in its efforts to procure an IT system
(Peoplesoft). This will enable them to automate HR related records. The HR Head
hoped that this would create time for his managers to get more involved with
transformational activities, which had a strategic relevance for the bank. He cited
the example of a volume analysis activity that was conducted to identify unique
positions in the bank and to ensure a smooth succession planning policy for the key
151
positions. In addition, the individuals identified for succession in key positions were
to be trained and developed to manage a smooth transition to those positions.
However, the exercise was suspended after the identification of 543 unique positions
because it was not possible to manually track the career of employees in all these
positions and to manage a succession plan accordingly.
In three of the four foreign banks examined (WESTERN BANK, ANGLO BANK
and TRANSCO BANK), that have a small size in Pakistan, the HR personnel are
few in number and have to perform both transactional and transformational
activities. For example, WESTERN BANK and ANGLO BANK do not have a
corporate HR team as such and the HR Head in these banks is monitoring both the
transactional and transformational activities. For example, in their role as a business
partner, they are approached by the business heads for consultation on HR related
issues but they are also performing and monitoring the important transactional work
related to the HR function. This is largely because of less staff. Similarly, in
TRANSCO BANK, the HR function appears to be understaffed and hence it
concentrates more on meeting the day to day requirements / needs raised by the line
mangers rather than on performing long-term and transformational activities. Hence,
the small size of the HR function in the three small sized foreign banks appears to
influence the capacity of the HR function to perform transformational activities
which inhibits the function from dispensing a strategic role.
Summary
Evidence presented in this section indicates that the HR function in four case-study
banks investigated, (VINTAGE BANK, TRADITIONAL BANK, WESTERN
BANK and TRANSCO BANK) still appears to display a short-term orientation in
performing its activities, without considering the long-term implications of the
initiatives undertaken.
Three other banks investigated (CLASSIC BANK,
MODERN BANK and ANGLO BANK) indicate a subtle shift in the orientation of
the HR function with some initiatives illustrating a short-term focus and others,
somewhat of a long-term focus. The only exception (relative to the other seven
banks) is GLOBAL BANK where the HR function appears to have undertaken more
initiatives that are geared towards attaining a long-term orientation. This largely
appears to be the case due to the emphasis to align with the policies, practices and
152
processes administered at the global level by the bank and its structure. In the four
case-study banks where the HR function appeared to display a short-term orientation
in the dispensation of its activities, the reason seemed to be the dictation of line
managers to address their short-term needs which results in the function adopting an
approach whereby the needs are addressed in an urgent manner rather than with a
long-term perspective that addresses the issues as part of a strategic agenda. This
dictation from the line managers shifts HRs focus from long-term to short-term
orientation which impedes the functions intent to perform a strategic role. Another
reason emerging from the data seemed to be the insufficient resources at the disposal
of the HR function.
Additionally, apart from the few examples related to the proactive approach adopted
by three case-study banks, GLOBAL BANK, MODERN BANK and ANGLO
BANK, the HR function in the other case-study banks appeared to be directed by
senior leadership in their initiatives which rendered the function to be reactive in its
approach. The inclination to be reactive stemmed from the following reasons. Firstly
the HR is still struggling with the label of a support function and is involved in the
implementation phase of most initiatives. Hence, the leverage or opportunity to take
leadership and be proactive is minimal. Additionally, four foreign banks in our
sample are required to implement and conform to the global HR policies which
restrict the number and types of initiatives the HR function can undertake in the
subsidiary banks in Pakistan. This limits the intent of the HR function to develop a
strategic orientation. Evidence indicates that in the three case-study banks where the
HR function was able to act proactively in some ways, the proactive initiatives
undertaken were not directly related to the strategic business objectives of the
respective banks. Consequently, the role performed by the HR function in the three
banks indicated a shift towards a strategic role orientation but one which still
requires greater integration with the organisational objectives.
Moreover, our analysis revealed that apart from GLOBAL BANK, the other casestudy banks continue to focus on performing transactional activities. In the case of
GLOBAL BANK, it appears that the clear demarcation of the activities within the
function, defined according to its structure, enabled the HR function to spend more
time on performing transactional activities.
153
In the case-study banks where the
activities performed were predominantly transactional in nature, the reasons included

legacy issues, lack of time available to HR managers to perform transformational
activities, the availability of resources like an appropriate IT infrastructure, the need
to equally perform in transactional roles in periods of transition and the small size of
the HR function. The last reason (small size of HR function) appears to have
influenced the three small sized foreign banks only.
5.3. The HR function and strategy formulation

A review of the literature in chapter two highlights the participation of the HR
function in strategy formulation and the alignment of the HR strategy with the
organisational strategy, as an indicator of the presence of a strategic role of the HR
function. This is precisely what we aim to explore in this section.
5.3.1. Participation of the HR function in the strategy formulation process

The extent of involvement of the HR function in the strategy formulation process of
the organisation can be gauged over a continuum presented by Golden and
Ramanujam (1985) (refer to section 2.2.2.4.).
Evidence from the data of the eight
case-study banks revealed that VINTAGE BANK has a one-way .linkage approach
and one foreign bank, GLOBAL BANK follows an integrative approach to strategy
formulation.
The
remaining
six
case-study
banks
CLASSIC
BANK,
TRADITIONAL BANK, MODERN BANK, WESTERN BANK, ANGLO BANK

and TRANSCO BANK can be categorized as following different forms of a two-way
strategy formulation process. Although the six banks are using some form of a twoway linkage approach for strategy formulation there is a difference in the level of
participation and extent of feedback taken from the HR function (refer to table 5.3.).
HR managers in VINTAGE BANK which adopted a one-way strategy formulation

approach stated that their involvement in strategic planning and policy sessions is
limited, with communication flowing from the top for implementation mostly. The
input of the HR function in the strategy planning sessions is almost non-existent
which corroborates with the findings in section 5.1., that the HR function suffered
from a low profile embedded in the bureaucratic legacy of the bank and the low
status accorded to it by the senior and line mangers. An HR manager at VINTAGE
BANK stated,
154
The changes within the HR function have been rudimentary and superficial. In
previous times HR was not really considered important as a strategic function in
general and even in this bank. All we did was administrative work and they
[management] didnt let this function develop with the changing times. Now its
like a big leap that we have to take. It is difficult for business divisions to accept
HR in this [strategic] role. (VINHR2)
Table 5.3: Participation of HR function in strategy formulation

Banks
Level of
Rationale
Participation
VINTAGE
One Way Linkage
Due to;
BANK
Limited participation planning and policy session

Top down communication for implementation
TRADITIONAL Weak Two Way

BANK
Linkage
WESTERN
Medium Two Way
BANK,
Linkage
TRANSCO
Due to;
HR Head present in some session
Some instances of feedback sought in implementation
Due to;
Global implementation of HR strategy
Periodic feedback given in discussion phase of
BANK
strategy formulation
CLASSIC
Strong Two Way
BANK,
Linkage
Due to;
MODERN
Ongoing feedback given in development and

discussion phase of strategy formulation
BANK,
ANGLO BANK
Participation of Corporate HR / HR Head valued by

senior management
GLOBAL
Integrative
BANK
Linkage
Due to;
Involvement of the HR Head at the outset of strategy

formulation
Business partners giving advice to HR and business

unit heads
* Column 2 adapted from the continuum suggested by Golden & Ramanujam (1985)
* Column 3 highlights findings from primary data
Evidence provided from the interviews of senior and line managers indicates that
TRADITIONAL BANK has a weak two-way strategy linkage as the HR function is
seldom involved in the strategy formulation phase. The Country Head HR is present
155
in some strategy formulation sessions but the extent of his involvement is quite low.
The line and senior managers interviewed were predominantly of the view that the
HR Head did not demonstrate sufficient capacity to provide valuable input in the
strategic matters even when he was given the opportunity to participate in such
sessions. In most cases the contribution of the HR function is operational in nature
as contended by the HR managers interviewed and even where the HR function is
involved, the thrust of decision making is mostly related to transactional activities.
The comment of an HR manager highlights this view.
During times when investment decreases and the bank requires hiring of
professionals who can seal larger deals, the HR function is involved, but the focus is
kept on hiring new employees with greater sales and marketing skills [required
during times when greater deposits need to be mobilized]. We are not asked to share
any options we may have, to resolve this issue and even if we do share them rarely,
they are not debated or discussed. (TRADHR3)
The HR managers at the bank stated that they realized that in order to provide
strategic input at such forums, the HR function needs to be involved and must be
assertive in sharing its perspective during the initial strategy formulation process.
Moreover, the communication of the agreed upon strategy to lower cadres even
within the HR function is compromised, despite the intention to do so. Hence, no
clear direction to follow appears to emerge for the HR employees. Also, the HR
managers reported that there were instances when the line management used its
political clout to interfere in the internal working of the HR function. Recruitment
and selection decisions are often dictated by line managers without seeking input
from the HR department. This top down approach tends to bother the HR managers
and negatively affects their relationship with the line managers.
Further, WESTERN BANK and TRANSCO BANK also follow a two-way strategy
formulation process but the involvement of the HR function in these banks, and the
influence it exerts in strategy formulation, is slightly better than that in
TRADITIONAL BANK. The HR function in WESTERN BANK and TRANSCO
BANK generally implements the HR strategies / practices adopted from their Global
Headquarters and thus far, the function itself (in terms of strategic role dispensation)
is in the development stages in these banks, in Pakistan. For instance, in WESTERN
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BANK, the HR team feels that the business heads (senior manager positions) have
started to value their contribution to some extent, in strategic matters. The HR Head
of WESTERN BANK stated,
We have a young HR team which is a blend of new and experienced people, very
motivated and performance oriented. We are confident that we are moving in the
right direction by developing this team. We work in close coordination with the
business heads [senior mangers] and aim to develop to perform the role of a
business partner, in the true sense of the term. (WESTHR1)
Even though this comment shows the confidence and positive intent of the HR Head,
the line managers interviewed consider that there is a gap between the rhetoric and
reality related to the HR functions participation and contribution at the strategic
level. They highlighted that the HR function is mostly focused on implementing
policies as cascaded down by the global headquarter and the HR personnel appear to
be more interested in policy manuals as opposed to providing any meaningful input.
Additionally, the focus of the HR Head on monitoring the transactional work (as
discussed in section 5.2.) appears to compromise his participation in the strategy
formulation forums and the relative inexperience of some of the young HR
personnel, on the small sized HR function, appears to compromise the capacity of
the function to assertively participate in the strategic forums.
Further, in the case of TRANSCO BANK, according to the HR Head interviewed,

the HR function has mainly been involved in the implementation of strategies that
pertain to downsizing, cost cutting and enhancing efficiency. In doing so, the HR
mangers interviewed felt that they were acting as a shield for senior managers who
had formulated the strategy and consequently they faced a multitude of the employee
grievances.
According to them, in addition to implementing the downsizing
strategy, the implementation of global policies cascaded down to the subsidiary in

Pakistan, impeded the efforts of the HR function to provide valuable input to the
business heads, in strategic matters. This resulted in the HR function dispensing an
operation role, mostly.
From the remaining six case-study banks, three had a two-way strategic link
(CLASSIC BANK, MODERN BANK and ANGLO BANK). The extent of the HR
157
functions involvement in the strategic deliberation sessions is stronger in these

banks, compared to WESTERN BANK and TRANSCO BANK. Their HR Heads
are part of the development and discussion sessions related to major organisational
strategies and policies.
The HR function in CLASSIC BANK in recent times has
gained influence and has increased its participation in the strategy formulation
process according to the HR Head Strategy Planning. His comment below illustrates
his position.
We are no longer involved in decisions related to the HR function only. Recently,
the Consumer Banking Division was unable to meet its targets due to which senior
management was seriously considering to scale down its operations. However, as a
result of our involvement in the re-strategizing process, this option was not
exercised; rather, the division was given another opportunity to improve its
performance. (CLASHR4)
In CLASSIC BANK, the corporate HR team which reports to the HR Head consists
of a group of young professionals; the team formulates HRs goals and objectives
under the leadership of the HR Head and then clearly communicates them to line
managers as well as to other HR managers to ensure effective cascading of strategy.
This HR team enjoys a considerably high level of credibility amongst senior and line
managers in the bank, according to the HR Head. However, the HR Head was
conscious of the less than sufficient experience and skill-set of the young HR
mangers which in his view restricted the active participation of the HR function in
the strategy formulation forums, in his absence.
Similarly, in MODERN BANK, the HR function is involved in the discussion and

development phase of strategy formulation according to the HR Head. However, he
felt that there existed a much greater scope for the HR function to perform at
strategic forums. He added that the participation of the corporate HR team within
the HR function is valued by the senior management but the communication of the
HR strategy remained weak. In his view, the position of the HR Relationship
Managers had the potential to provide the HR function greater opportunities for
involvement in strategic issues but they had restricted themselves to quite an extent
to perform in this capacity because of their current skill-set which needed to be
enhanced. The comment of the HR Head reflects some of these facts.
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The HR function has come a long way from providing just administrative level
support. We are moving towards becoming strategic and senior management has
started involving the HR function in strategy formulation. However, we are still not
involved all the way through. Our input is definitely there and is considered but
perhaps our representation needs to be more widespread and consistent [in terms of
the standard skill-set of HR personnel]. (MODHR1)
The involvement of the HR function in strategy formulation in ANGLO BANK is

also categorized as a strong two-way strategy formulation process (see table 5.3.)
which is evident in the comment made by an HR manager at ANGLO BANK,
The HR function is now an essential part of the strategy formulation process. We
were part of the formulation of the three year strategic plan which has recently been
presented by senior management [Pakistan Business Plan]; it covers the expansion
policy of the bank for the next three year. (ANGHR2)
He elaborated that the senior management seeks participation of the HR function in

strategy formulation and in addition, the HR function benefits from the balanced
scorecard implemented bank wide, as it set specific targets for the HR function as
well. The department level HR balanced scorecard is developed by the HR function
itself and is shared with the line managers, which indicates an effort to align and
effectively communicate the HR strategy with the business strategy. However, in
our analysis the HR function in ANGLO BANK (in Pakistan) still needs to
communicate its perspective with greater determination, more consistently and on a
wider scale to establish its position in the strategy formulation forums.
GLOBAL BANK is the only bank in our sample which follows an integrative
strategy formulation process and in comparison with the other seven case-study
banks it appears to be more strategic in its orientation, with an overall high
involvement in strategy formulation. According to an HR manager interviewed, the
functions representative is present during all plenary sessions and deliberations that
take place when the business divisions present their annual business plans and the
HR function shares its perspective, apprehensions and views regarding the strategies
being formulated. One HR manager at GLOBAL BANK shared this comment.
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We have an open culture here and due weight is given to the HR functions
concerns and feedback in policy matters. It is probably because we are involved in
the process all the way through. (GLOHR3)
In this case-study bank, the HR function appears to display a better understanding of

what is expected from a business partner and acts as a conduit between the line and
senior management. It drives change to reflect the business needs and defines its
scope in conformity with the business needs / requirements. According to the HR
managers interviewed, the profile of the HR function and the fact that its value is
embedded in the institution necessitates that senior management consults and gives
weight to its opinion. Consequently, the HR function enjoys a substantial albeit noncoercive political clout within the organisation. According to the HR Head of the
bank, the CEO as well as senior management values to some extent, the perspective
of the HR function in its decision making.
5.3.2. Alignment with the organisational strategy

In this section we assess the degree of alignment between the HR function (in terms
of the HR practices and activities) and the strategy of the case-study banks to
examine how and if this dimension can influence the HR function to achieve a better
strategic orientation. The choice of this dimension is underpinned in extant literature
which highlights that the alignment of the HR function with the business strategy of
the organisation can yield sustainable competitive advantage. Truss (2009) argues
that with the alignment between the HR strategy and the business strategy, the HR
function gains the capacity to potentially become more strategic in the organisation.
The HR function can then introduce initiatives that align with the requirements and
needs of the business which leads to a vertical fit or best-fit between the strategies.
Evidence from the data indicates that out of the eight case-study banks examined, the
HR practices of VINTAGE BANK and TRADITIONAL BANK seem to be less
aligned to the requirements of the bank. In five case-study banks (WESTERN
BANK, TRANSCO BANK, ANGLO BANK, CLASSIC BANK and MODERN
BANK) the HR function is partially aligned (medium, medium-low) to the strategy
of the respective bank. However, there is a variation in their degree of alignment as
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evident from the table 5.4. It is only in GLOBAL BANK that the HR strategy
appears to be integrated with the organisational strategy.
In the case of the first category (low alignment), there was little or no strong
evidence of a link between the organisational and HR strategy in the case-study
banks.
The HR function in VINTAGE BANK and TRADITIONAL BANK
appeared to be less aligned with the organisational strategy, as is illustrated through

the examples below. VINTAGE BANK, previously a public sector bank is one of
the largest in the country. In the recent past, (last decade) the privatization of the
bank and the deregulation of the sector resulted in tough competition for the bank
which resulted in a dip in the market price of its shares. However, based on the
comments of HR managers, we infer that its HR strategy appears to target the
objective of cost efficiency predominantly, rather than address the current business
needs of the bank, for developing the employees to beat the competition.
According to the senior managers interviewed at TRADITIONAL BANK, the bank

experienced steady growth in recent times and it focused on a strategy of internal
growth; it has expanded into different market segments like consumer and corporate
banking and was the first commercial bank to venture into car leasing and financing,
post deregulation. They stated that the HR function was not able to support the
market development strategy and thus the bank struggled with staffing, retention and
employee motivation issues.
The failure of the change management initiative
(discussed in section 5.1.) is symbolic of the weak alignment of the HR function

with the organisational strategy.
Despite the growth/ diversification into other
product / service segments, the HR function was unable to develop any training and
development programs to retain the existing workforce in these areas. Rather, in one
of the few instances when the function was able to implement such a program, they
introduced legal bonds to retain the trained employees, in lieu of the investment
made on their training.
Data collected indicates that WESTERN BANK and TRANSCO BANK fit in the
second category of banks (low-medium). The low-medium category is allocated to
the HR function where some link with the organisational strategy exists (short-term
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objectives) but the HR initiatives are unable to align with the long-term strategic
objectives of the banks.
Table 5.4: Degree of alignment of the HR Function with organisational strategy

Banks
Organisational
Degree of Alignment
Strategy
VINTAGE
Concentration
BANK
Internal Growth
Low Alignment due to
Poor HR planning
Over staffing
Low Alignment due to
TRADITIONAL
Failed change management initiative
BANK
Lack of training and development
WESTERN
Niche / Consolidation
Low - Medium Alignment due to
BANK
Failure in employee retention despite

lucrative compensation
Niche / Divestment
Limited career growth
Low - Medium Alignment due to
TRANSCO
Job insecurity during divestment
BANK
Limited career growth
Excellent compensation package
ANGLO BANK
CLASSIC
Niche / Growth
External Growth
BANK
Internal Growth
Medium Alignment due to
Restrictive international HR obligations
Effective HR strategy planning tools
Institution of OD and strategy department
Effective HR acquisition strategy
MODERN
Successful workforce planning
BANK
Retention & motivation policies
GLOBAL
External Growth
BANK
Medium - High Alignment due to
Institutionalized HR systems
Efficient HR acquisition strategy
Source: Primary Data
WESTERN BANK has grown at a slow pace in comparison with its competitors and
strategically the bank limits itself to a few market segments like corporate and high
end consumer banking which is commonly referred to as boutique banking in
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Pakistan. In recent times (at the time of interviews), the bank appeared to have
primarily consolidated itself in these niche segments. The HR strategy entails that
the HR functions involvement be guarded and inhibited by adherence to the
international practices and processes. Further, most of the senior and line managers
interviewed stated that the workforce of the bank largely comprised of individuals
who were poached from other banks by offering lucrative packages but over a period
of time, the HR policies were unable to retain this workforce. According to the HR
Head, domestic banks offered competitive salaries and poached their middle
managers; also the limited growth opportunities in the bank due to its small scale of
operations, dissuaded these employees to continue in the long-run. Hence, while the
HR strategy managed to attract and hire these people in the short-term, it was
inadequate to accomplish the banks long-term objective of retaining the talented
workforce.
Similarly TRANSCO BANK which started its operations in Pakistan almost two
decades ago had to opt for scaling down of the banks operations 2007 onwards
which led to a reduction in the HR personnel as well. The operations were scaled
down due to the global recession which started in 2007. This bank is a small niche
bank that focuses on few high end customer segments and has curtailed its
operations in consumer banking, choosing to focus on corporate banking instead.
According to line managers interviewed, TRANSCO BANK offers the highest salary
in the industry to senior managers and is above its competitors in the case of middle
managers, yet the bank has faced challenges in retaining its workforce. The limited
growth potential along with decreased job insecurity due to divestment has resulted
in employees leaving the organisation.
ANGLO BANK, CLASSIC BANK and MODERN BANK form the third category
of banks (medium) which indicates that there is evidence of a relatively stronger
alignment between the HR and the organisational strategy, with a focus on attaining
both the short and the long-term organisational objectives. This is managed through
the addition of departments in the HR function that are focused at performing
strategic HR activities, and through the induction of modern planning tools such as
the balanced scorecard. Similar to the other two small sized foreign banks discussed
previously, ANGLO BANK also follows the strategy of niche marketing. However
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unlike WESTERN BANK and TRANSCO BANK that have shown caution in their
growth (branch network and number of employees) ANGLO BANK has grown
steadily in both its operation and numbers.
According to senior managers
interviewed, the bank has pursued an internal growth trajectory to expand their
branch network and corporate operations. They added that ANGLO BANK has an
internal HR strategy planning mechanism, the outcome of which is an HR balanced
scorecard, an explicit and formal strategy document outlining the targets and
expectations by the management from the HR function. Additionally, according to
the HR managers interviewed, the function uses this document to communicate
within and across departments as a written HR strategy enables a better
understanding between all the stakeholders. However, the HR function feels that
they are restricted in their endeavours to better align with the local business needs /
strategy at times, because of certain global HR processes. For example, the need to
shorten the hiring process in recent times (in view of the high job mobility in the
banking sector at the time of interviews) was not possible because of the lack of
approval by the Global HR Division.
CLASSIC BANK offers a large portfolio of products and has followed an external
growth and acquisition strategy to expand and diversify. According to the literature
reviewed in chapter 3, the bank is considered as a successful model of privatization
and in the last fifteen years, it has exceeded its growth targets. In recent years the
bank has concentrated on improving service quality by utilizing its extensive branch
network and developing operational excellence. An example is the establishment of
the Organisational Development and Strategic Planning Departments to integrate the
HR strategy with the organisational strategy by developing the employees in-line
with the requirements of the organisation.
The HR function also has an HR
acquisition policy (through which it acquires small, private banks) in place and it has
been able to successfully integrate the employees from the acquired banks through
cultural alignment programs and compensation re-adjustment. However, the HR
function feels that their processes and systems need to be institutionalized in order to
achieve a higher level of alignment (see section 5.1.). Hence, it can be said that the
HR function at CLASSIC BANK displays a medium alignment with the strategy of
the organisation.
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Further, according to senior managers in MODERN BANK, it has followed a

strategy of steady and organic growth in its manpower, branch network and product
lines, over the last few years; they have expanded from retail and consumer banking
into corporate banking. An interview with the HR Head revealed that the HR
function has adopted various policies to enable the bank to achieve its objectives.
These policies include employee engagement initiatives and the expansion of its
workforce in a manner so as to minimize overstaffing. It has also initiated programs
that improve employee retention and the turnover rate of the bank which is one of
the lowest in the industry as claimed by the HR management.
Nevertheless, there
are certain areas which appear misaligned, for example the development of a
performance management system that motivates the employees and elicits their best
effort, the devolution of its implementation to line managers and then again the
reverse devolution to the HR function, without yielding much conclusive results.
The medium sized foreign bank GLOBAL BANK is the only bank in the fourth
category (medium category) as the HR function in this bank appears to have a
moderately strong link of its strategy with that of the banks long-term strategy. The
bank targets a wider customer base unlike the other foreign banks in our sample that
have restricted their operations to niche segments. GLOBAL BANK has followed
an inorganic path to capture a large market share according to the senior managers
interviewed. It is competing with local banks for local clients and is moderately
successful in doing so.
Additionally, the HR function at GLOBAL BANK is
credited by the senior managers interviewed to have developed a detailed HR

acquisition plan that forms the basis of the banks successful acquisition strategy of
smaller banks. The plan offered a framework for equitable rewards, organisational
culture sensitization, re-alignment of performance management systems and
reorientation of the acquired workforce. Considering the aggressive growth strategy,
the HR function appears to have done well to address challenges faced by the
workforce, in the views of the HR managers. The HR function is involved at the
outset in some strategic discussions leading to the better alignment of the HR
function in this bank. The HR managers seemed to acknowledge that they were
aware of the strategic deliberations even before the plans were finalized and this
inside knowledge facilitated the assessment and decision making of the HR function.
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Summary
Based on the analysis presented above, we can state that apart from GLOBAL
BANK, the HR function in the other case-study banks does not appear to be have
integrated much in the strategy formulation process. This is because the HR function
in the other case-study banks is involved at a later stage in the strategy formulation
process. Firstly, senior management within the banks confines planning and
strategizing to a few individuals and / or functions, choosing to involve HR only at
the discussion or development stage. Perhaps because they feel the HR functions
utility comes in at the time of implementation. Secondly, the HR function itself does
not seem to have the capacity to offer strategic advice at an earlier stage, in at least
seven of the case-study banks (to varying extent), due to the lack of a requisite skillset and in VINTAGE BANK, due to the legacy of performing in an administrative
role. Evidence indicates that the HR function is proficient in developing processes
and practices but it is unable to envision the contribution that HR can make to the
organisation through strategy formulation.
Finally, in the case of the three small
sized foreign banks, the pressure to conform to the global practices / policies leads
the HR function to spend more time on operational activities and their strategic
contribution takes a back seat.
Additionally, the evidence presented in this section indicates that the HR managers
in all case-study banks attempted to align the HR functions strategy with the
organisations strategy to some extent, in order to improve the contribution of the
HR function in strategic forums. However, this finding is applicable to the casestudy banks with a varying degree because the analysis indicated a low, mediumlow, medium high and medium alignment of the HR strategy with the organisational
strategy. Apart from the banks which were assigned the low category, in the other
case-study banks, the adherence to the Global HR policies and processes (in the
foreign banks), the introduction of departments within the HR function accountable
for achieving strategic alignment with the organisational strategic initiatives and the
introduction of advanced planning tools like the balanced scorecard led to the
establishment of an HR strategy which was linked (to varying extent) with the
organisational strategy.
A stronger link was visible in one case-study bank
GLOBAL BANK where beyond these factors, the participation of the HR function in
the strategy formulation process enhanced the prospects of the function to achieve a
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relatively stronger alignment with the organisational strategy. Two key reasons for
lack of alignment between the two strategies which emerged from our findings
include the lack of institutionalization of the HR function in the strategic decision
making processes of the organisation and the greater focus on aligning with the
short-term organisational strategies.
5.4. Perceptions of HR and line managers related to the role orientation of the
HR function
This section articulates the perceptions held by the HR and line managers regarding
the integration and involvement of HRs perspective at the strategic level in the
organisational strategy.
Our research reveals significant differences in the
perceptions of HR and line managers related to the role being dispensed by the HR
function in the case-study banks. In all case-study banks examined the HR personnel
interviewed regarded the function to be more strategic than what the line managers
interviewed credited it for. While most HR managers interviewed across the casestudy banks agreed that the HR function needed to perform a greater strategic role in
the respective organisations, they perceived that support and opportunities given by
senior management were limited in this regard. An exception was GLOBAL BANK,
the reasons of which are elaborated in the later sections. The discussion in this
section is developed keeping in view the findings in the previous three sections
which integrate three indicators identified in extant literature as those, an
examination of which can identify the orientation of the HR function (strategic or
administrative).
At CLASSIC BANK, the HR managers believe that the function has become more
strategic and has taken significant steps such as the establishment of an
Organisational Development and a Strategy Planning Department that specifically
design and implement initiatives to address the needs raised by the business heads.
However, the HR Head interviewed indicated that to establish a greater strategic
orientation of the HR function on a sustained basis, the HR managers needed to build
their business knowledge. His comment below indicates this requirement.
Business knowledge is the key, we can only move forward with better
understanding of business requirements, which can help us align the HR
policies with their needs. (CLASHR1)
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In the case of TRADITIONAL BANK, HR managers interviewed stated that the HR

function had assumed a greater strategic role in the last two to three years and they
expressed their desire to further enhance the functions profile and its strategic
contribution to attainment the strategic objectives of the organisation. However, the
Country Head HR and Head Organisational Development both were of the opinion
that this could only be achieved after implementation of a more sophisticated human
resource information system (PeopleSoft) which would reduce the time HR
managers had to spend on transactional activities. Similarly, in MODERN BANK
the HR managers stated that there was an intent to make the function more strategic
and that an effort was underway to reduce the time spent on transactional activities,
through a better sophisticated IT infrastructure. Moreover, the HR Head plans to
upgrade the skill-set of his existing workforce of HR Relationship Managers to
develop them into HR business partners through training.
Further, in WESTERN BANK, ANGLO BANK and TRANSCO BANK, the HR

managers expressed their intent to undertake more initiatives to attain greater
alignment of the HR functions strategy and the organisations strategic direction.
According to senior managers interviewed, the HR Head in ANGLO BANK
associated great importance to the adoption of strategic planning tools in the or
developing the HR strategy. In his view, this not only increased the credibility of the
HR function in the eyes of line managers, it also highlighted HRs contribution to the
organisation.
In addition, the HR managers interviewed at GLOBAL BANK
appeared to be cognizant of the high expectations placed on them by the senior

management and evidence indicates that they enacted their role with a sense of
responsibility and integrity. The HR managers contended that the dispensation of
HR activities in a professional and timely manner earned them respect and influence
at the strategic forums and enhanced their reputation as a key partner in strategic
issues.
In contrast with the above, our interviews with the HR managers in the case-study
banks also revealed certain apprehensions and constraints which limited their
influence and strategic contribution.
In VINTAGE BANK, the HR managers
interviewed perceived that the HR function was viewed with suspicion by line
managers who felt the function neither had the profile nor the capacity to participate
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in strategic level discussions. Also, according to the HR managers, since the senior
managers are sceptical of the capacity of the HR function to understand business
related issues, they do not support their involvement in the strategy formulation
process which minimizes the strategic contribution of the function.
In TRADITIONAL BANK, the HR managers interviewed perceived that the line

managers only solicited the HR functions support in operational activities and
implementation of strategies. The line managers perceived HRs strategic input to
be an interference in their matters. Additionally, the line managers did not give
priority to employee related activities and considered them to be tedious and
unproductive. Further, in MODERN BANK, the HR Head perceived that the line
management did not want to implement and communicate difficult decisions to their
subordinates / team members and instead used the HR function as a shield. This was
especially true in the areas of performance management, compensation and
promotion decisions where line managers tended to blame the lack of flexibility in
HR policies and criteria, for forcing them to make certain decisions.
The perceptions of line managers regarding the role of the HR function in the casestudy banks examined are quite diverse.
Line managers at both CLASSIC BANK
and MODERN BANK were appreciative of the role HR plays within the
organisation although they believed that the HR function needed to do much more to
become significantly strategic. They perceived this was possible if the HR function
was able to develop a better understanding of the business requirements. Similarly,
in VINTAGE BANK, the line managers perceived the HR function had improved in
terms of providing solutions to operational problems but it needed to develop a better
understanding of the business context before it could actively and significantly get
involved in strategy formulation.
At GLOBAL BANK, in comparison with the other case-study banks, the perception
of line managers related to the HR functions strategic contribution was relatively
much higher. The line managers with whom the business partners were associated
perceived that the HR function had relatively increased its input in strategy
formulation and had made considerable efforts to bridge the gap between the HR and
organisational strategy. The line managers level of expectation from their business
169
partners was quite high and they hoped to gain further benefits from HRs continued
involvement. The HR managers perceived this expectation of the line managers to
be particularly aligned with their intent to dispense a greater strategic role in the
strategic matters of the organisation.
Further, the perception of line managers related to the role the HR function in three
case-study banks (WESTERN BANK, ANGLO BANK and TRANSCO BANK) was
relatively similar. In all three case-study banks line managers in general, perceived
that for dispensing a more strategic role, the HR managers needed to be more
proactive with better business acumen. This perception appeared more strongly in
WESTERN BANK and TRANSCO BANK where the HR teams are going through a
developmental phase with a number of young HR managers.
Summary
To summarise, the evidence presented in this section indicates differences between
the perceptions of HR and line managers related to the role performed by the HR
function. In general, the perception of HR managers across the case-study banks
(barring VINTAGE BANK, to an extent) was that the HR function had started to
dispense somewhat of a strategic role. They highlighted numerous reasons that
restricted the strategic contribution by the HR function; these included an inadequate
support and opportunities provided by senior management, the low profile of the HR
function in line mangers perception and the priority line managers assigned to people
management issues. The views of line managers indicated that the HR function was
attempting to change its role somewhat, to perform in a strategic capacity, but even
in the case-study banks where a shift was evident, it was predominantly perceived
that the function had yet to make a lot of effort to achieve a significant strategic
orientation. Common between both the stakeholders was the perception that the HR
function needed to build its business acumen, update its skill-set to perform in the
role of business partners and act more proactively to attain a strategic orientation. In
TRADITIONAL BANK, HR managers also perceived a lack of resources (example
IT infrastructure) which they felt needed to be upgraded.
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5.5. Conclusion
Based on the evidence presented above, it can be stated that despite the aspiration /
intent of the HR function to attain a strategic orientation across the case-study banks,
our analysis did not reveal much significant presence of a strategic role being
dispensed by a larger majority of the banks investigated. GLOBAL BANK appeared
as an exception. However, there was evidence of a shift in the HR function towards
performing somewhat of a strategic role in three case-study banks (CLASSIC
BANK, MODERN BANK and ANGLO BANK). From amongst the remaining four
case-study banks, there appeared a relatively better attempt by the HR function in
TRADITIONAL BANK, WESTERN BANK and TRANSCO BANK to develop a
strategic orientation but due to certain limitations (mentioned below), they were
unable to attain any significant strategic orientation.
Further, our analysis of the three indicators chosen to assess the orientation of the
HR function revealed the following: Firstly, we found that the representation of the
HR Head at the strategic level, their reporting relationship, the hierarchical position
of the HR function and the profile of the HR Head have a role in establishing the
credibility of the HR function which influences the role it performs. Issues such as
the HR functions continued attempt to gain legitimacy in management committees,
the legacy effect and the low position of the HR Head in the organisational hierarchy
restricted the intent of the function to adopt a strategic role. Key factors in the
profile of the HR Head which have the propensity to positively affect the intent to
achieve a strategic role orientation, especially in the banks where the HR Head
physically embodied the function, include a broad based business background in
some instances and a career in the HR profession in other instances, an
understanding of the business context and an assertive personality. Where the HR
function is embedded in the organisational systems, institutional mechanisms such as
the positive mindset and support of senior management and the CEO and the
informal network developed with senior and line managers aided in attaining
somewhat of a strategic role orientation. Two other institutional mechanisms which
include public sector legacy and a low position of the HR function in the hierarchy
restricted the capacity of the HR function to shift towards a strategic orientation.
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In addition, most case-study banks (barring GLOBAL BANK, MODERN BANK

and ANGLO BANK) displayed a short-term orientation, a reactive approach and an
emphasis on performing transactional work which restricted the capacity of the HR
function to perform a strategic role. This is not to state that there was no evidence of
an attempt / shift towards re-orienting the focus of the HR function but it is to
highlight the various factors which were resulting in a slow shift from performing a
purely administrative role. The focus on short-term initiatives was mostly due to the
dictation of line managers to meet the immediate business needs, the insufficient
resources at the disposal of the HR function, the continued struggle to shed the label
of an administrative / support function and in the case of the foreign banks, the
adherence to the global HR policies / process. Further, barring GLOBAL BANK
where the structure of the HR function enabled clear demarcation of individuals who
were to perform transformational work, in the other case-study banks, mostly
transactional activities were being performed. This is because of the lack of time
available to HR managers, the availability of resources (IT infrastructure), the small
size of the HR function and the need to monitor and implement transactional work
along with the transformational activities.
Related to participation of the HR function in strategy formulation and the alignment

of its strategy with the organisational strategy, the evidence presented indicates that
GLOBAL BANK was the only bank where the HR function appeared to have a
strong integrative link in the strategy formulation process and a relatively stronger
alignment with the organisational strategy. In the other banks investigated, the HR
function was involved mostly in the implementation phase or later planning stages.
This appears to be because of a low opinion of senior and line managers of the HR
functions capacity to perform in strategic initiatives, the inability of the HR function
to contribute more assertively in the strategy formulation process due to inadequacy
in its skill-set and the conformance to the global HR practices, in the case of the
foreign banks.
Also, we found that the HR functions aspiration to become more strategic is quite
evident in a majority of the case-study banks but there is a difference of opinion with
line managers on the extent to which HR has been able to achieve this objective. HR
managers generally perceive that line managers sideline their perspective but there
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seems to be a growing trend to accept the participation of the HR function, to some

extent, in the strategic forums. In the perception of line managers and HR managers
both, HR needs to enhance their skill-set, develop a higher degree of business
knowledge and proactively perform its activities before it can assume a greater
strategic role, especially in terms of organisational strategy formulation.
HR
managers also cited the need for more resources in order to enhance its strategic
contribution towards the achievement of the organisations strategic objectives.
Following our exploration of the current state (strategic or operational) of the role of
the HR function in this chapter, the next two chapters extend the analysis through a
consideration of the significant influencing factors. Taking a lead from the
conclusion reached in this chapter and the review of literature in chapter 2, the
intention is to report and highlight the factors that may influence the adoption of a
strategic role by the HR function.
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Chapter 6: Devolution of HR practices to line managers: Outcomes

and challenges
6.0. Introduction
The previous chapter discussed the evidence related to the presence of a strategic
role (if at all) of the HR function in the banks examined. In this chapter we analyse
the extent of devolution in five HR practices, from the HR function to line managers
and the related underlying tensions and conflicts which affect the outcomes of
devolution and the HR-line relationship. This analysis will aid us in identifying
whether and if, devolution (to whichever extent present) influenced the HR function
to adopt a more strategic role in the case-study banks examined. We choose to
examine the extent of devolution because earlier studies by Purcell and Hutchinson
(2007), Kulik and Perry (2008) and McCracken and Heaton (2012) state that the
nature and extent of devolution can influence the role (strategic or operational)
dispensed by the HR function and that a greater role of line managers in people
management issues gives the HR function time to engage in strategic issues (see
chapter 2).
Furthermore, devolution is a significant subject of inquiry in literature (Conway and

Monks, 2010; Currie & Procter, 2001; Renwick, 2003) and is defined as the degree
to which the HR function involves and gives responsibility to line managers, rather
than personnel specialists in implementing the HR activities. Kulik and Perry (2008)
define devolution as a major strategy to improve the HR-line relationship and Truss
et al., (2002) posit that when line managers are involved in people management
activities, it improves their relationship with their subordinates. Further, CasconPereira et al. (2005) suggest that devolution is a desirable output because of the
many benefits it carries for the HR and line managers. These benefits include more
time for the HR managers to focus on strategic HRM issues (Sisson and Storey,
2000), ownership of people management issues by line managers, reduction of costs
with dispersed activities, attainment of a much need business focus by the HR
function and a positive image of the HR function in the organisation (Whittaker and
Marchington, 2003). Thus, an analysis of the devolution of the HR practices which
underpins the HR-line relationship, can aid in highlighting the influence (if any) of
174
devolution, on the strategic orientation of the HR function. Further, a discussion of

the emerging conflicts, issues and impediments due to devolution can aid in
understanding the implications for future efforts towards devolution of the HR
practices.
This chapter is divided in two main sections which are further divided into subsections. Section one examines the distribution of core HR practices between HR
and line managers in the eight case-study banks; the practices include performance
management systems, training and development, recruitment and retention,
compensation and benefits and employee relations.
Keegan et al. (2011) also
adopted a similar approach to study the degree of devolution that may have occurred
in the HR practices. Section two explores the challenges that confront the HR-line
relationship and impede the devolution of HR practices to line managers and the
influence of devolution on the strategic (or otherwise) role of the HR function. This
is analysed by highlighting the issues faced by both HR and line managers, the
differences in the perceptions of both stakeholders and the factors impeding the
devolution of HR activities to line managers.
6.1. Distribution of HR practices between HR and line managers

In this section, we evaluate the degree to which devolution took place (if at all) in the
eight case-study banks investigated.
Dany et al., (2008), Sanders and Frenkel,
(2011) and Keegan et al. (2011) adopt the view that diversity prevails in the level of
involvement of line managers and the shape and extent of devolution in international
studies examining the phenomenon.
Thus, as devolution is a multifaceted
phenomenon, we attempt to study the degree of devolution in the case-study banks

by employing two dimensions namely, the authority to make the decisions and the
responsibility to implement them. These dimensions have previously been used by
Cascon-Pereira et al. (2005) to explore the degree of devolution in a Hospital in
Spain. Extant literature (reviewed in chapter 2) suggests that both the re-assigning of
administrative tasks to line managers and the higher degree of influence of line
managers in decision making are significant indicators of devolution. Hence, our
analysis which follows is based on the assessment of devolution which is unpacked
into the two dimensions of decision making power and implementation of the
practices (an operational / administrative activity).
175
One of the contentious issues emerging from our data and the literature reviewed in
chapter 2, which forms the foundation of our analysis in this section is the conflict
that exists in the distribution of the HR activities between the HR function and the
line managers which Hall & Torrington (1998) state dates back to the origin of the
function itself. Kulik and Bainbridge (2006) found that line managers were more
involved in the practices of performance management, coaching, training and
employee discipline and promotion decisions while Hutchinson and Wood (1995)
posit that the HR function takes the lead in performing the activities related to all HR
practices and even decides on whether it will implement the practices solely or in
conjunction with line managers. Thus, to evaluate the extent of devolution in the
case-study banks, five HR practices were chosen; they include performance
management, recruitment and selection, training and development, compensation
and benefits and employee relations. The choice of these practices is grounded both
in practitioner studies (CIPD, 2003; 2006; 2007) and academic research (CasconPereira et al., 2005; Hall and Torrington, 1998b).
6.1.1. Performance management systems

In this sub-section we analyse the extent of devolution that occurred (if at all), in the
practice of performance management, from HR to line managers, in the eight casestudy banks. This analysis focuses on addressing the issue of whether devolution
entailed the implementation of the specific HR practice (operational work) by the
line managers or it included the devolution of the associated decision making
responsibility. This distinction is crucial to understand the extent of devolution in
the case-study banks investigated because an initial examination can reveal that line
managers were responsible for conducting the performance appraisal. However, a
deeper analysis can highlight that line managers have the capacity to recommend but
the actual decision making lies with the HR function.
In performance management systems, the sphere of decision making includes setting

of performance targets, allocating benefits and rewards, charting career development
and maintaining company-wide consistency in the measurement of performance and
disbursement of rewards. The associated operational tasks include conducting the
appraisal session and interview, filling the appraisal form, maintaining employee
performance records and communicating with the employees. Based on evidence
176
examined, it is apparent that there is a variation in the devolution of decision making

power and the responsibility to implement this HR practice, across the case-study
banks examined. Table 6.1 illustrates this fact.
Table 6.1: Degree of devolution in the practice of performance management
Decision Making
Power
Implementation
of Operations
VINTAGE
CLASSI
TRADITIONAL
MODERN
GLOBAL
WESTERN
ANGLO
BANK
C BANK
BANK
BANK
BANK
BANK
BANK
Shared /
Mostly
Line
Line
Mostly
Shared /
Line
Line
Mostly
Shared /
HR
HR
Mostly Line
Mostly HR
Shared /
Shared /
HR
HR
CO
BANK
Mostly
Mostly
Mostly
Line
Line
Line
Mostly
Mostly
HR
HR
Mostly HR
Source: Derived from interview data.

*Five Point Scale: mostly HR, shared with lead role of HR, shared, shared with lead of line and
mostly line
Evidence examined indicates that mostly line managers held the power of decision
making in the case of performance management systems in six case-study banks,
with the exception of CLASSIC BANK and MODERN BANK. Further, in five of
the six banks (barring GLOBAL BANK), the HR function is responsible for
implementing the practice. However, a deeper analysis revealed that within these six
banks, there were distinct differences in the degree to which devolution had taken
place. For example, despite an outward occurrence of devolution to line managers in
VINTAGE BANK and TRADITIONAL BANK, no transition had actually taken
place because the line managers had always been responsible for making decisions in
this area. In all the foreign banks examined (WESTERN BANK, ANGLO BANK,
TRANSCO BANK and GLOBAL BANK) it appeared that devolution of the
decision making activity had taken place but GLOBAL BANK was the only
exception where the implementation of the practice was also devolved to a certain
extent, which made it a shared activity with line managers.
According to the HR managers interviewed in VINTAGE BANK and

TRADITIONAL BANK, the line managers largely maintain control over the
decision making activity and they alone set the performance targets for the
workforce as well as determined the rewards to be disbursed at the end of the
177
TRANS
performance period. For instance, line managers interviewed in VINTAGE BANK

stated that they set the employee goals / objectives at the start of the fiscal year and
the HR function is not involved in this activity because only they (line managers)
know the business targets that need to be met, on which employee goals rely.
Further, they also decide the rewards that are to be disbursed at year end. According
to the HR managers interviewed, the HR function is only involved in informing the
employees of the outcomes of the appraisal and have a negligible input in the entire
appraisal process. This can be attributed to the weak influence of the HR function in
the bank and in some ways to the low profile accorded to it by line managers.
Although this example can be interpreted as though the devolution of decision
making in performance management has occurred to line managers but in reality no
transition took place as the HR function did not perform this activity in the bank, in
the first place. Hence, the line managers have always maintained their control over
this activity and the apparent devolution never took place.
Related to the implementation of this practice, the HR managers interviewed in both

banks stated that primarily the HR function was responsible for managing all the
operational activities related to performance management. They highlighted that the
HR function was responsible for maintaining the employee files and data, for
providing administrative support in conducting the appraisal, for collecting the
appraisal forms, collating cross-departmental evaluations and distributing feedback
and promotion letters. The lack of required automation and an adequate IT
infrastructure were cited as reasons for the extended time the HR function had to
spend while implementing this HR practice.
In the case of WESTERN BANK, ANGLO BANK and TRANSCO BANK, the
devolution of the decision making dimension to line managers appears to have taken
place. The HR managers interviewed in these banks stated that the less number of
employees in the HR function mandated devolution of some activities to line
managers because of the limitation of resources, especially time. According to the
line managers interviewed in ANGLO BANK, while they had the discretion to
establish the performance targets, conduct the evaluation and determine the rewards
for employees, they do so in consultation with the HR function to ensure that all
legal and financial aspects are addressed. The HR managers in all three small sized
178
foreign banks added that at the start of each performance assessment period, they
provide a policy guideline to line managers, which enables them to set their
departmental goals in alignment with the strategic goals of the bank. However, this
guideline is used as a reference point and the line managers primarily decide the
goals / targets. The comment of a line manager in ANGLO BANK illustrates these
views.
My subordinates and I usually set employee targets for the year taking into account
business and organisational considerations. However, there are times when the HR
function feels these targets are wrongly estimated so we review the targets but we
are not liable to agree with HR or revise the targets. I believe that my employees
and I are in a better position to know what is required to achieve the departments
overall objective. (ANGLM3)
Further, according to the HR managers interviewed in these three foreign banks, the
HR function reviews the appraisal process periodically. In TRANSCO BANK, the
mid-year appraisal meetings are organised by the HR function to assess the issues
faced by the employees in performing their job. If the HR managers observe any
anomaly in the due process followed and they can suggest the reassessment of the
targets to the line managers. However, it is up to the line managers to adhere to this
advice as they have the discretion for decision making.
Evidence presented indicates that the implementation of the tasks related to

performance appraisal in the three case-study banks is undertaken mostly by the HR
function. According to the HR managers interviewed, they remain quite occupied
with the associated operational activities like administration of the appraisal
sessions, coordination between and within the branches and communication with the
employees during the appraisal period. In addition, the line managers undertake only
a small portion of the operational activities which largely include the conduct of the
appraisal interview and filling of the appraisal forms, as they prioritize business
concerns over employee issues.
GLOBAL BANK is the sixth and only bank in our sample where the responsibility
of decision making appears to have been transferred willingly by the HR function to
line managers. According to the HR Head interviewed in this bank, the primary
179
intent was to enhance the participation of line managers in HR activities to enable

them to take ownership of the system and be accountable for the decisions they
make. This is also evident from the comment of a line manager in GLOBAL BANK.
As a line manager, I have more control of the assessment and appraisal of my
subordinates. We evaluate the performance of our employees on a curve. Every
year, there are two to three employees who deserve to be graded better than where
they appear on the curve. The HR people give me the leverage to upgrade their
evaluations. This flexibility makes me a better manager as I can reward effort and
potential in addition to measuring the performance. (GLOLM2)
The implementation of the performance management practice is the responsibility of

both stakeholders in GLOBAL BANK, with HR enabling and training the line
managers to take more administrative responsibilities which (Cascon-Pereira et al.,
2005) state is a higher degree of devolution, and line managers willing to take partial
responsibility of the associated administrative activities. However, HR managers
interviewed stated that the line managers can possibly take more ownership and
contribute further in operational matters.
The two exceptions in our sample banks where decision making in performance
management is a shared activity are CLASSIC BANK and MODERN BANK. In
both these banks, evidence emerging from the interviews with HR and line managers
indicated that even though performance management was a shared activity, the lead
role was performed by line managers. Additionally, according to line managers
interviewed, devolution of decision making had not completely shifted to them as the
HR function in these banks retained the regulatory and monitory role and the related
budgetary controls.
Moreover, in both these banks, unlike the other five case-study banks investigated,
activities related to the implementation of this HR practice are a shared activity
between HR and line managers, with HR taking a lead role. According to the HR
managers interviewed in both banks, they introduced new performance management
systems where the HR function was assigned a greater responsibility in ensuring
transparency and consistency.
The line managers were required to fill the
performance appraisal forms after which the HR function addressed any anomalies
180
or deviations from the policy guideline, by asking line managers to review the case.
The authority given to the HR function to approve the appraisal rating gives it a lead
role which according to line managers interviewed, discomforted them. This is
because, the line managers are at the front-end and have to face the grievances of
dis-satisfied employees. Further, in both banks, the positions of HR Relationship
Managers were created and they are now responsible to address performance related
problems which occur between and within the branches. Data indicates that the HR
Relationship Managers have to some extent devolved the implementation of HR
activities (performance management in this case) to the branch managers, but they
continue to intervene in activities related to reassessment of the targets, resolution of
employee grievances and disbursement of rewards. Hence, it appears that due to a
strong Corporate HR function and positions of Relationship Managers in these two
banks, the implementation of performance management is a shared activity between
line and HR managers, with HR taking the lead role.
Thus, our analysis above reveals that the devolution of decision making in
performance management systems, from the HR function to line managers occurred
in at least six case-study banks examined. The extent of this devolution varied
across the six banks. No apparent transition occurred in the case of VINTAGE
BANK and TRADITIONAL BANK, where line managers always performed this
activity but devolution occurred in WESTERN BANK, ANGLO BANK and
TRANSCO BANK, due to the few numbers of HR personnel in these banks. In
GLOBAL BANK devolution occurred as a willing action on the part of the HR
function to create time for more valuable work and line managers, to enhance
interaction with their employees. In addition, we found that even where devolution
in decision making had occurred, decisions pertaining to budgetary and legal
requirements were retained by the HR function which indicates that the extent of
devolution was less. Further, our analysis indicated that despite the devolution of
decision making to line managers in this practice, the implementation primarily
remained with the HR function in at least five banks. The concern of HR managers
was that the time spent on the associated administrative / operational activities
restricted their input in other meaningful activities. The lack of automation and an
under developed IT infrastructure were cited as reasons that further increased the
time needed to implement this HR practice. However, in the remaining three case181
study banks CLASSIC BANK, MODERN BANK and ANGLO BANK,

implementation was a shared activity but with HR taking a lead role. While line
managers were largely reluctant and showed resentment in some ways to share more
in the implementation of performance management in CLASSIC BANK and
MODERN BANK, they appeared willing to accept the partnership in
implementation in GLOBAL BANK. This appears to be because of the intent of line
managers to enhance their interaction with their subordinates and due to better
automation of processes and availability of an IT infrastructure.
6.1.2. Training and development

In general, evidence examined indicated that the case-study banks investigated
provided extensive training programs to their workforce. In this section we analyse
the degree of devolution (if at all) of the training and development practice from HR
managers to line managers. For the purpose of our research, we define decision
making in training and development to include the activities of conducting the
training needs analysis (TNA) exercise, nominating the relevant employees,
choosing the training methods and evaluating the effectiveness of the training
programs. In addition, the implementation of the training and development practice
includes conducting the training programs, issuing the training schedule and
monitoring and evaluating the performance of the employees. Table 6.2 below
highlights the extent of devolution across the case-study banks as analysed on the
dimensions of decision making and implementation.
Table 6.2: Degree of devolution in the training and development practice
Decision
Making Power
Implementation
of Operations
VINTAGE
CLASSIC
TRADITIONAL
MODERN
GLOBAL
WESTERN
ANGLO
TRANSCO
BANK
BANK
BANK
BANK
BANK
BANK
BANK
BANK
L&D
Separate
from HR
L&D
Separate
from HR
Mostly
HR
Mostly
HR
Separate
Mostly HR
L&D
Dept
Mostly
Line
L&D
Mostly HR
Separate
from HR
Shared
Mostly
Mostly
Mostly
HR
HR
HR
Mostly
Mostly
Mostly
HR
HR
HR

mostly line
182
Our analysis indicates that in the case of training and development, on both the
dimensions of decision making and implementation, the HR function appeared to be
more involved in five case-study banks (CLASSIC BANK, TRADITIONAL BANK,
WESTERN BANK, ANGLO BANK and TRANSCO BANK). In GLOBAL BANK
line managers seemed to be largely responsible for decision making in this practice
and they even shared to some extent, in the implementation. In the remaining two
banks (VINTAGE BANK and MODERN BANK) a separate department outside of
the HR function was created (Learning and Development) to manage both the
decision making and the implementation of this HR practice.
According to the HR managers interviewed in VINTAGE BANK and MODERN

BANK, a separate Learning and Development Department (L&D) were established
in the last three to four years (at the time of interviews), to provide the HR Head an
opportunity to devote more time to HR planning and the other core HR activities.
According to the HR Head interviewed in VINTAGE BANK, training was an ongoing activity which required dedicated attention to organise and monitor, especially
in a large sized bank that was privatized and had a large workforce. This workforce
needed training to upgrade their skill-set and knowledge, in order to compete and
perform in the new product and market segments introduced by the bank. He added
that another reason for separating the department was to accommodate an HR
manager who was senior to the incumbent HR Head and did not want to serve under
him. This reflects an emphasis on seniority which partly stems from the decades of
nationalization of the bank, wherein the culture that developed did not permit such
anomalies.
The comment below of an HR manager in VINTAGE BANK
exemplifies this issue.

The L&D Head exercised certain political influence in the bank because of his long
[20 years plus] tenure at the bank. He did not want to see his powers curtailed and it
appeared that he never had a comfortable working relationship with our HR Head.
So with the support of some senior managers, he succeeded in separating his
department. (VINHR2)
In the case of MODERN BANK, the HR Head stated that the L& D department was
created to provide space to the HR managers to concentrate more on designing and
implementing the core HR practices. He added that the separation of the L&D
183
department increased the effectiveness of the practice because the L&D Head was
closely involved with the line managers in the final selection of employees based on
criteria like suitability, relevance and the number of trainings an employee had
already attended during the year.
The data analysed showed that despite the L&D departments being located outside
corporate HR, they largely influenced the decision making and administration of the
training and development practice, with minimal involvement of the line managers.
Hence, devolution to line managers did not occur in these two banks just as it did not
take place in the other five case-study banks, barring GLOBAL BANK. The line
managers interviewed in these two banks stated that the L&D department required
them to conduct the training needs analysis exercise based on which the training
schedule, the content and the methodology was decided by the department.
According to the HR managers interviewed in VINTAGE BANK and MODERN

BANK, the L&D department appeared to have become specialized centres to a large
extent, dedicated solely to performing training and development activities. Due to
this reason, the line managers are not involved in planning and especially,
administration of the training and development programs. However, according to
the HR managers in VINTAGE BANK, despite the training and development
practice being detached from the HR function, they were unable to increase strategic
input in the organisation and continued to perform in the operational role because of
the low profile associated with the function in the bank (see chapter 5). Further, in
TRADITIONAL BANK, the line managers interviewed added that in their
perception, the separation of the training and development practice from the HR
function did not make much impact on their ability to perform in a strategic role
because creation of time was not the primary reason for the separation of the training
unit.
In CLASSIC BANK, TRADITIONAL BANK, WESTERN BANK, ANGLO BANK

and TRANSCO BANK evidence indicated that the decision making authority and
implementation of the practice was generally performed by the HR function, with
some support from the line managers. According to the line managers interviewed in
the five case-study banks, they identify the training needs of each employee and the
184
form was then passed on to the HR function which arranged the training for
employees.
Further, the HR managers interviewed in CLASSIC BANK and
TRADITIONAL BANK added that they had the discretion to approve or decline the
request for employee training and that the decision to decline was mostly due to
budget restrictions and / or the requirement of the bank for such training. An
example of the discretion of the HR function in the decision making aspect
associated with this HR practice, which highlights that the HR function was
instrumental in determining the type and frequency of the training, is evident in the
comment of a line manager below.
The training budget is allocated at the start of the year. Recently when we requested
for some individuals to be sent to a training session abroad, for a six week course in
corporate risk management, the HR department declined on the pretext that the
department had utilized its annual budget allocation. I think, customized training
sessions would be more beneficial rather than programs conducted for mass
consumption. (CLASLM3)
In the case of the three, small foreign banks investigated, the HR managers stated
that while the line managers were asked to identify the skill gaps in employees for
training purposes, they also had guidelines from the Global HR function which they
had to adhere to. As a consequence, they had the authority to either approve, decline
or pend training requests based on the alignment with the global training preferences.
They also stated that while training which was with a short-term focus was
recommended by line managers, the career development of employees which had
long-term implications was managed by the HR function. In addition, in all the five
case-study banks, the HR managers highlighted that while line managers appeared to
be interested in giving their input in the decision making activities, they seemed to
have no liking for sharing in the implementation aspect.
As stated above, the only exception to the degree of devolution in the training and
development practice across the case-study banks was GLOBAL BANK. Evidence
examined indicates that at GLOBAL BANK, devolution occurred in the training and
development practice which was led by the line managers. An in-house training
academy was established which operates on a small scale and is managed by line
managers themselves. The HR head interviewed stated that training is regularly
185
conducted by the academy for consumer banking employees, in the area of product
knowledge and awareness. Line managers choose the trainees, execute the training
according to a given schedule and evaluate the effectiveness of the training. The
lead trainers are key line managers who developed those products. In his view, line
managers are in a better position than the HR function to ascertain the training needs
of their subordinates and to emphasise on the critical aspects in which training is
required to enhance the relevant employee knowledge and skills. Additionally, the
line managers interviewed in GLOBAL BANK also appeared to be willing to
assume a relatively larger role in the decision making aspect but they showed less
inclination to assume the operational aspects of this HR practice. Moreover, despite
the fact that some operational activities were devolved to the line managers, the HR
head interviewed stated that the function had to really convince the line managers to
accept this partial responsibility.
As discussed above, in the case-study banks investigated, the practice of training and
development predominantly appeared to be owned by the HR function with little
devolution to line managers, both in terms of decision making and implementation.
While evidence indicates that in five case-study banks (CLASSIC BANK,
TRADITIONAL BANK, WESTERN BANK, ANGLO BANK and TRANSCO
BANK) the line managers decided on the training program and the employee who
would attend it, the discretion to approve the training in view of the budgetary
constraints and global HR guidelines (foreign banks) was with the HR function; this
indicates a low level of devolution, if at all. Lack of devolution to line managers
appeared even in VINTAGE BANK and MODERN BANK that had separate L&D
departments. Despite the detachment of this practice form the HR function, the
function could not achieve much success in exploiting this opportunity to increase its
strategic input due to a low profile in VINTAGE BANK and a focus on addressing
short-term requirements / objective in MODERN BANK.
Further, evidence presented also indicated that while the HR function was willing to
devolve the implementation aspect in all case-study banks, line managers were not
willing to accept this responsibility. Additionally, the interviews with HR and line
managers did not highlight any visible intent of the HR function to devolve the
decision making aspect in the case-study banks, except in GLOBAL BANK. Hence,
186
it appears that HR seems interested in devolution of the implementation aspect in

which line managers are not interested and line managers appear willing to share in
the decision making aspect that HR may not be visibly interested in. Even in the
case of GLOBAL BANK where HR has willingly transferred decision making to the
line managers, there is a general reluctance on the part of line management to accept
operational work.
6.1.3. Recruitment and selection

In this section we focus on the extent of devolution (if at all), in the recruitment and
selection practice, from the HR function to the line managers, in the case-study
banks investigated. Decision making in recruitment and selection entails having the
authority to initiate a recruitment drive, determining the recruitment method,
scheduling the recruitment and selection drive, choosing the candidate and finalizing
the terms and conditions of employment.
The associated operational activities
include advertising for the positions, short-listing of candidates, arranging the tests/
group discussions / interviews, drafting the employment contracts and organising the
orientation session. In the case-study banks investigated, several variations of the
degree of devolution in decision making and implementation (operational activities)
were evident from the data collected. The degree of devolution in the case-study
banks is tabulated in table 6.3 below.
Table 6.3: Degree of devolution in the practice of recruitment and selection

VINTAGE
CLASSIC
TRADITIONAL
MODERN
GLOBAL
WESTERN
ANGLO
TRANSCO
BANK
BANK
BANK
BANK
BANK
BANK
BANK
BANK
Decision
Mostly
Shared /
Shared /
Mostly
Shared /
Shared
Shared /
Making Power
Line
HR
HR
Line
Line
/ Line
Line
Implementation
Mostly
Shared /
Shared /
Shared /
Mostly
Mostly
Mostly
of Operations
HR
HR
HR
HR
HR
HR
HR
Mostly Line
Mostly HR

mostly line
In general, an analysis of the data collected reveals that the recruitment and selection
practice was a shared activity between HR and line managers in a five case-study
187
banks (see table 6.3), in terms of decision making. The three exceptions where the
line managers appear to dominate the decision making aspect were VINTAGE
BANK, TRADITIONAL BANK and GLOBAL BANK.
The line managers
interviewed in the other five case-study banks stated that a prevailing perception for
the lack of devolution was the HR functions apprehension to do so in the interest of
keeping the function instrumental in people management issues. From within the
five case-study banks, the HR function appears to be more dominant than the line
managers in CLASSIC BANK and MODERN BANK while the opposite holds true
in the remaining three case-study banks (three small sized foreign banks. However,
in the case of implementation of this HR practice, there appears to be a greater
reliance on the HR function in five case-study banks, in the implementation process;
even in the three banks where it is a shared responsibility, the HR function appears to
be leading the line managers.
According to the HR managers interviewed in the three case-study banks where the
decision making aspect is managed by the line managers mostly, despite taking
ownership of the decision making process the line managers appeared unwilling to
perform in an administrative / operational capacity in VINTAGE BANK and
TRADITIONAL BANK. However, evidence examined indicates that in GLOBAL
BANK, line managers undertook some operational tasks but not with much
willingness.
The
HR
managers
interviewed
in
VINTAGE
BANK
and
TRADITIONAL BANK maintained that as such, no devolution had occurred in the

decision making aspect because line managers had historically dominated decision
making in this area. They added that line managers expected HR to do all the
operational work and involve them (line) only when decisions were required. For
example, in both these banks, line managers made the final decision to hire a
candidate without involving the HR function, as a norm. This is possibly because of
the low profile and less influence of the HR function in these banks (see chapter 5).
Additionally, the HR function in these two banks more often than not only provides
administrative support, for instance in a recent recruitment drive at VINTAGE
BANK, the line managers finalized appointments in specific branches without
consulting the HR function. However, when the internal audit department raised an
objection on the contravention of procedures related to appointment of employees,
188
line managers asked that an interview panel be constituted to legitimise and

formalise the informal recruitment and selection of the new employees. Hence we
suggest, based on the evidence provided, that the HR function in VINTAGE BANK
and TRADITIONAL BANK despite performing the bulk of the work are not part of
the decision making processes.
GLOBAL BANK is the third bank in this category, where line managers are mostly
responsible for decision making. However, unlike the two banks discussed above, in
GLOBAL BANK, implementation is a shared activity with HR managers in the lead
rather than it being performed by the HR function mostly.
According to line
managers interviewed in this bank, devolution of decision making has taken place in
and the HR function empowers them to take key decisions regarding workforce
expansion, selection processes and the final hiring. They added that they also assist
the HR function in certain administrative tasks such as short-listing of the candidates
and conducting the initial interviews which to us (researcher) indicates that a shared
and collective approach was followed in the implementation aspect of this HR
practice. Subsequently, the HR function drafts the contracts for employees, arranges
the orientation and socialization events for the new inductees and oversees any other
legal requirements. The HR Head elaborated this notion of empowerment in the
following comment.
I want the line managers to lead in the hiring and firing decisions. Not only that, I
am also in favour of transferring the paper work to them. In this way my department
will be able to concentrate more on providing strategic level input. They should
take care of the recruitment and selection process from A to Z. At this point in time
we have been partially successful in doing so. (GLOHR1)
In WESTERN BANK, ANGLO BANK and TRANSCO BANK, line managers and
HR managers jointly undertake decision making with the line managers having a
lead role in initiating the recruitment and selection process, selecting the recruitment
methods and finalizing the candidates. The relatively less devolution in recruitment
and selection can be ascribed to the following reason.
According to the HR
managers in the small sized foreign banks, the employees in the corporate HR
function are few in number, younger in age and experience and thus due to resource
and time constraints the HR function willingly delegated decision making to line
189
managers.
Additionally the line managers interviewed explained that branch
managers assess and fulfil their workforce requirements at the lower employee levels
but the HR function is involved in hiring decisions for key middle management and
senior management positions. An example of the shared decision making aspect in
one of the case-study banks ANGLO BANK illustrates that line managers request
the HR function to advertise for branch positions and once the resumes are
shortlisted and the initial interviews are conducted, the line managers take the lead
role.
They conduct the second round of technical interviews as well as the
assessment centre exercises.
Subsequently, the HR function and line managers sit together to finalize the
appointments based on the results attained by the candidate in all three selection
stages before the HR function communicates the decision to the successful
candidates. Hence, in ANGLO BANK the line managers take the lead role in
initiating a recruitment drive and deciding the final candidates but they do so in
consultation with the HR function.
Related to the implementation aspect, our
findings indicate that the HR function was mostly responsible for the associated
operational activities. Further, an examination of the data and triangulation with
bank documents in the other two small sized foreign banks reveals that a similar
process is followed with minor differences.
The remaining two case-study banks, CLASSIC BANK and MODERN BANK are
distinguished from the other six banks above because of the shared decision making
process which is dominated by the HR function rather than line managers. The
dominance of HR is because of its capability to overrule the decisions made by line
managers. The example cited below by a line manager in MODERN BANK, related
to the discretion the HR function exercises in decision making, is generally
illustrative of the views of line managers interviewed in the two case-study banks.
We recently asked for recruitment for the position of operation managers on an
urgent basis and recommended that these positions be openly advertised because we
needed fully trained managers and did not have the time to invest in the training of
the newly hired employees. However, HR filled the positions internally claiming
that there was overstaffing in other functions which made workforce reallocation a
190
more viable option. In view of our insistence they made sure that the operations
managers reported within two weeks to their branches. (MODLM1)
Related to the implementation aspect of this HR practice, our findings from the
interviews with both HR and line managers indicate that the HR function, in
partnership with line managers, arranged the interviews and tests, drafted the
contracts, conducted the orientation sessions and oversaw the legal requirements.
Thus, we suggest that apart from GLOBAL BANK, where implementation is a
shared activity, these two banks are the second example where it appears that
devolution of some implementation aspects to line managers has taken place.
Although the HR managers continue to manage more of the administrate work in
comparison with the line managers, they stated that they were able to shift the
administrative tasks related to interview scheduling and short-listing to line
managers.
Further, they added that the devolution of operational work was a
reluctant one on the part of line managers who hoped to gain more leverage in
decision making ultimately.
It is evident that in VINTAGE BANK, TRADITIONAL BANK, WESTERN

BANK, ANGLO BANK and TRANSCO BANK line managers dominate the
decision making aspect associated with the recruitment and selection practice but
enforcing the budgetary restrictions continues to lie in the domain of HR. This
influence of line managers can be ascribed to their historical dominance in most
people management issues in VINTAGE BANK and TRADITIONAL BANK and to
the lack of resources (employees) in the small sized foreign banks. However, the
implementation aspect remains largely the responsibility of the HR managers in
these banks because line managers are unwilling to provide administrative support
on the pre-text of insufficient time and the preference to meet business objectives.
Consequently, the HR function and line managers agreed that the function was not
fully able to benefit from this devolution by shifting its focus towards more strategic
activities. Conversely, in CLASSIC BANK and MODERN BANK, HR and line
managers enjoy a shared decision making authority and implementation as they
consult each other in key issues and address concerns in a joint manner. This is
because of the relatively better networking of the HR function with line managers in
CLASSIC BANK and the considerable improvement in the profile of the HR
191
function in MODERN BANK. GLOBAL BANK is an exception where HR has

almost completely devolved the decision making aspect to the line managers but
devolution of operational work is still partial, in the face of the weak willingness of
line managers.
6.1.4. Compensation and benefits

Compensation and benefits constitute an important practice of human resource
management. In most banks, as evident from table 6.4, the decision making aspect is
dominated by the HR function and even where it is a shared activity (CLASSIC
BANK, MODERN BANK and GLOBAL BANK) with line managers, the HR
function has the lead role. The HR function makes the decisions pertaining to the
determination of an employees salary, the number and size of increments given, the
perks and privileges extended and the amount of performance bonuses to be
distributed. It is also apparent from the following table that in seven case-study
banks, barring GLOBAL BANK, the HR function operationally implements the
compensation practice which includes administering the payroll, conducting the
market surveys, ensuring internal and external pay equity and distributing the
benefits and bonuses. Implementation is a shared activity in GLOBAL BANK but
with a larger role of the HR function.
Table 6.4: Degree of devolution in the compensation and benefits practice

VINTAGE
CLASSIC
TRADITIONAL
MODERN
GLOBAL
WESTERN
ANGLO
TRANSCO
BANK
BANK
BANK
BANK
BANK
BANK
BANK
BANK
Decision
Mostly
Shared /
Shared /
Shared /
Mostly
Mostly
Mostly
Making Power
HR
HR
HR
HR
HR
HR
HR
Implementation
Mostly
Mostly
Mostly
Shared /
Mostly
Mostly
Mostly
of Operations
HR
HR
HR
HR
HR
HR
HR
Mostly HR
Mostly HR

mostly line
In VINTAGE BANK, TRADITIONAL BANK, WESTERN BANK, ANGLO

BANK and TRANSCO BANK, the decision making aspect related to compensation
and benefits is mostly dominated by the HR function which has the major
192
responsibility in the formulation and execution of the rewards strategy of the banks.
The variation emerging from the interviews of HR managers in these banks was
related to the criteria (performance, seniority, competence or a mix of the preceding)
applied to determine the increments and bonuses, the differing mix of the
components (bonuses, increments, types of benefits) and the frequency of the pay
outs. However, the processes followed were largely similar and the role of HR and
line managers also appeared to be very similar in nature, with the HR function
having the final approving authority. An example related to pay determination in
TRANSCO BANK highlights the discretion of the HR function in this regard and
points to the low devolution to line managers in the decision making aspect of this
practice.
I cannot even count the instances when some of our talented employees were head
hunted by our competitors just by offering a competitive pay package. The HR
department does not take into account the issues we face in training and bringing the
new hired employees on board. It is not seldom, that a subordinate of mine is
offered a better salary package by a competitor and when the HR people are asked to
upgrade or adjust their package, they often do not do so. The HR personnel refer to
policy guidelines for pay determination, maintaining pay equity and budget
constraints to justify their actions. As a result the employee leaves. (TRANSLM1)
Interviews with the HR managers in these banks revealed that the increments were
generally approved by them on the recommendation of line managers but since the
HR function had the overall view of the budget, they made the final decision and had
the discretion for downward revision in the recommended rewards and benefits.
According to line managers interviewed, the senior management generally sided
with HRs views compensation matters and the leverage HR enjoyed in this area
stemmed from senior managements inhibition to decentralize financial powers.
They felt this was necessary for avoiding inconsistency and disparity in pay
administration.
Related to the aspect of implementation in compensation and
benefits, our findings based on interviews with HR managers indicate that the
associated administrative activities like payroll administration and disbursement of
bonuses etc. are preformed mostly by the HR function. According to the senior
managers interviewed in VINTAGE BANK, TRADITIONAL BANK, WESTERN
BANK and TRANSCO BANK, the lack of devolution in compensation and benefits
193
appears to have affected the HR-line relationship because HRs dominance in the
decision making aspect created discontent in line managers who believed that
talented performers were lost due to HRs rigid approach.
Conversely, in CLASSIC BANK, MODERN BANK and GLOBAL BANK, decision

making regarding compensation and benefits is shared with line managers but HR
takes a lead role. According to the line managers interviewed, they suggest the
compensation package, the increments and the bonuses. The HR function negotiates
with them where the compensation package seems to be misaligned with the overall
bank policy, but otherwise it is approved. However, related to the increments and
bonuses, the line managers stated that the HR function had the power to review their
suggested increments which created a lot of grievances amongst their subordinates.
Additionally, in CLASSIC BANK and MODERN BANK, similar to the previous
five case-study banks discussed, the administration of compensation is mostly the
responsibility of the HR function as line managers are not interested in the
implementation role. This, according to the HR managers interviewed, indicated that
line managers were not willing to reciprocate their gesture of involving them in the
decision making aspect of the compensation practice.
In GLOBAL BANK the responsibility for decision making and implementation is

relatively more shared with line managers as the HR function has managed the
devolution of some parts of this activity to the line managers in an attempt to
enhance flexibility and to provide line managers with the space to attract and retain
the talented and performing employees. According to the HR managers and some
line managers interviewed in the bank the HR function seemed willing to an extent
to give a patient hearing to the concerns of line managers and to make revisions in
exceptional cases. The HR Head in GLOBAL BANK commented,
I let the line managers negotiate the salary package with the incoming employees.
My department maintains an overall internal pay equity but I do not believe in
dictating to the line managers. I dont want them to blame me for losing a good
candidate on a mere 15000 rupee disparity in salary expectations. (GLOHR1)
Evidence examined indicates that relative to the other HR practices investigated,

devolution has taken place the least in the practice of compensation and benefits in
194
the case-study banks studied mostly because the senior managers are not
appreciative of the idea of devolution in this area. Line managers in most banks
interviewed felt that their concerns were not addressed and it was evident that they
would appreciate more participation in the decision making aspect. However, like
the other HR practices investigated, the line managers appeared reluctant to
participate in the implementation of the compensation and benefits practice because
they felt that if they could not participate in the decision making then the HR
function should take responsibility of communicating the decisions which in many
instances were viewed unfavourably by the employees. In their view, they had to
maintain a good working relationship with their subordinate / team members for
meeting the departmental objectives.
6.1.5. Employee relations

Employee
relations
are
concerned
with
maintaining
employer-employee
relationships (Wilton, 2010) that contribute to satisfactory productivity, motivation,

and morale of the employees. Essentially, decision making in employee relations is
concerned with preventing and resolving problems which arise out of or affect work
situations, introducing initiatives to boost productivity and introducing employee
engagement programs that increase motivation and commitment (Bamber et al.,
2011).
Implementation of employee relations involves assisting employees in
correcting poor performance, communicating and promoting a better understanding

of managements goals and policies, dispensing employee grievances and addressing
personal issues that affect productivity in the workplace (CIPD, 2005).
Table 6.5: Degree of devolution in the practice of employee relations
VINTAGE
CLASSIC
TRADITIONAL
MODERN
GLOBAL
WESTERN
ANGLO
TRANSCO
BANK
BANK
BANK
BANK
BANK
BANK
BANK
BANK
Decision
Mostly
Mostly
Shared /
Shared /
Shared /
Shared
Shared /
Making Power
HR
HR
HR
HR
HR
/ HR
HR
Implementation
Mostly
Mostly
Mostly
Mostly
Mostly
Mostly
Mostly
of Operations
HR
HR
HR
HR
HR
HR
HR
Mostly HR
Mostly HR
Source: Derived from interview data

mostly line
195
An analysis of the employee relations practice across the case-study banks revealed
that implementation primarily remained the activity of the HR function but the
decision making aspect was shared with line managers in all the foreign banks and in
one domestic bank MODERN BANK which had a reputation for designing
employee friendly practices according to the industry experts interviewed. In the
other three domestic case-study banks examined (VINTAGE BANK, CLASSIC
BANK and TRADITIONAL BANK), employee relations were mostly handled by
the HR function but in terms of decision making and the implementation
(administrative / operational) aspect.
Interviews with the line managers and HR managers in the foreign banks GLOBAL
BANK, WESTERN BANK, ANGLO BANK and TRANSCO BANK, indicated that
the systems of employee engagement were better developed relative to the domestic
banks in Pakistan. They explained that this was largely due to the influence of the
Global HR function and the need to conform to an organisational culture that had
cascaded down to the subsidiary banks in Pakistan. Additionally, HR managers
interviewed in at least two of these banks (GLOBAL BANK and ANGLO BANK)
stated that enhanced employee engagement was a key objective in their HR strategy.
In the views of senior management, extracted from the interviews taken, they were
responsible for inculcating and cultivating a culture of openness, sharing and
innovation at the bank. Additionally, the senior managers interviewed in the three
small sized foreign banks stated that while employee well-being was an activity for
which the HR function was responsible, they equally considered it an area of
accountability for themselves because the bank was like a small family where all
employees knew each other so there was a quick reaction to any incident (good or
bad).
In the four foreign case-study banks examined, the HR managers interviewed added
that they take regular feedback (every quarter or semi-annually) from employees
through employee satisfaction survey forms to remain informed of the employee
perceptions and concerns.
In their view, even the grievance and complaint
mechanisms were better established at their banks as opposed to the domestic banks
owing to the more well established and practiced related policies at the global level.
196
This indicates that conformance to the global policies dictated by the corporate
headquarters was a key factor in the development of practices and policies in the
domain of employee relations. Further, according to the line managers interviewed
in the foreign banks, employees believed that these mechanisms were well practiced
as opposed to just being stated as a matter of policy.
In the domestic case-study banks investigated, employee relations was generally a

practice in which both decision making and implementation was the responsibility of
the HR function with little input from line managers, except with some difference in
MODERN BANK where the decision making aspect was shared with line managers.
The opinion of a larger majority of line managers interviewed across these casestudy banks suggests that regardless of who was responsible for this activity,
employee relations was ignored to quite an extent because of the focus of the HR
function on re-designing the other core HR practices. Lack of devolution in this case
was primarily because prior to privatization, the banking sector was largely
comprised of large public sector banks where apart from administrative work the
other activity performed by the personnel department was maintaining good
employee relations.
Interviews with the HR managers at VINTAGE BANK,
CLASSIC BANK and TRADITIONAL BANK indicated that as these banks

privatized, they established their HR departments but with little change in the
mindset of the line managers as to the role of the HR function in the bank.
Consequently, while line managers maintained their control over the decision
making aspect of other HR practices they had very little concern for giving any input
in the area of employee relations which they considered to be the job of HR
personnel. In the views of senior managers in these banks, there was no distinct
pattern when it came to employee relations; post privatization, the people hired from
the foreign banks as line and senior managers had a different approach to people
management activities than the veterans (employed for over a decade or two). So
based on their personal management style, there were some who actively wanted to
get involved in major employee relations decisions but others did not. However,
evidence indicates that largely, employee relations was the responsibility of the HR
function and apparently no significant devolution took place in this area. The only
exception in the domestic banks as stated earlier was MODERN BANK, where the
HR managers interviewed stated that the HR function was fairly regularly involved
197
in conducting surveys to gauge the satisfaction level of employees and their line
managers tried to keep them informed about the impending changes in the bank.
However, they indicated that employees expected improvement in the grievance
redressal mechanisms which employee surveys highlighted did not mostly result in
any positive outcomes for them. Even in this bank, the implementation aspects
remained the responsibility of the HR function largely.
From the interviews
conducted with the senior managers in this bank we found that, since its inception as
a private bank in Pakistan, the management had encouraged hiring and promoting
professionals because key managers hired (at the time of inception) were attracted
from foreign banks in Pakistan and abroad at that time as well. This in our analysis
could be a reason for the relatively different mindset and approach of the line
managers in this bank as compared with the other domestic case-study banks.
Summary
An analysis of the degree of devolution in the HR practices across the eight casebanks examined revealed that devolution of HR practices to line managers had not
significantly taken place in the case-study banks, especially on the aspect of
implementation of the HR practices.
Our analysis indicated that even where
devolution had taken place, the degree of devolution was low because the discretion
to manage the financial and legal decisions was restricted to the HR function.
In
general, evidence examined in the case-study banks indicated that devolution in the
practices of performance management systems and recruitment and selection had
taken place to a greater extent, on a relative scale, as compared to the practices of
training and development, compensation and benefits and employee relations (in the
domestic case-study banks). Additionally, even where devolution occurred, it was
mostly in the decision making aspect and even there line managers were not willing
to share in the associated implementation aspect. Thus there was a varying degree to
which different HR practices were devolved across the case-study banks and
devolution in the implementation aspect was insignificant.
Moreover, our analysis also indicated that in two case-study banks (VINTAGE
BANK and TRADITIONAL BANK) what appeared to be devolution of decision
making to line managers in certain HR practices was actually not so. In fact, in these
banks the line managers had traditionally always dominated the decision making in
198
core HR practices primarily because the HR function did not have the influence or
the profile (see chapter 5) to gain a share in the decision making aspect at these
banks.
Also, all the associated administrative work was managed by the HR
function. In the case of the three small sized foreign banks devolution of HR
practices to line managers was a consequence largely of the small and young HR
workforce which resulted in issues like time, capacity and resources for the HR
function that warranted the transfer of decision making to line managers. GLOBAL
BANK was the only bank (we mention as an exception above) where in comparison
with the other banks investigated, a greater degree of devolution appeared to have
taken place in the decision making and implementation aspect of the HR practices.
In this bank devolution of the decision making aspect was willingly transferred by
the HR function to line managers with the objective to increase HRs contribution in
strategic and value added activities. However, despite the willing delegation by the
HR function, line managers appeared less willing than HRs expectations from them,
to share in the associated operational responsibilities. Nonetheless, relative to the
other seven case-study banks examined, the line managers appeared to involve
themselves to a greater extent in the operational activities possibly due to the
influence of the HR function in this bank and the global norms / processes en vogue
in this bank.
Linking with the findings of chapter 5 we suggest that HRs
willingness for devolution stemmed from the confidence reposed by senior and line
managers in their abilities to provide strategic input through the business partners
which eroded the fear if any, of their redundancy. Also, it appeared that the HR
function in this bank intended to utilize the time created due to devolution for
performing in strategic initiatives that could enhance their image in the eyes of
senior and line managers.
6.2. Major challenges in the HR-line relationship affecting the extent of

devolution
This section identifies the issues which presented challenges for and created tensions
in the relationship between HR and line managers that resulted in a low degree
devolution of HR practices which ultimately influenced the adoption of a strategic
role by the HR function. The significant factors emerging from our interviews with
HR, senior and line managers include the disdain for HR work, the competing
priorities and workload of line managers, their low level of people management
199
skills, lack of training for them and the inconsistent policies of the HR function. The
views expressed by the HR, line and senior managers in the case-study banks were
mostly similar, so our analysis presented below may appear quite generic. Thus, the
similarity in views makes the specific comments from stakeholders reflective of the
views across the case-study banks, but with minor variations. Hence, it was difficult
to capture the insignificant differences but where possible and clearly discernible, the
distinction between the emerging clusters of the investigated banks is highlighted.
6.2.1. Disdain of line managers for HR work

Evidence from the interviews of HR managers across the case-study banks indicated
that one of the major challenges that restrained the devolution of HR practices to line
managers and created tension in the HR-line relationship stemmed from the disdain
of line managers for performing HR work which the latter considered as secondary,
and thus less significant to their core job. Disdain for HR work appeared to a greater
extent in VINTAGE BANK, CLASSIC BANK, TRADITIONAL BANK,
WESTERN BANK, ANGLO BANK and TRANSCO BANK and to a comparatively
less extent in the remaining banks for varying reasons which are discussed later in
this sub-section.
Our analysis revealed that the disdain for HR work clearly
pertained to the implementation aspect because line managers interviewed in these

and other case-study banks indicated that they would prefer involvement in the
decision making aspect in various HR practices.
They key findings from our data pertaining to the disdain of line managers
highlighted that, in the domestic banks, the historical dominance of the line
managers, their mindset, and the slow pace of development from the personnel to the
HR function created issues of perception. This resulted in the low profile and
influence of the HR function which created the disdain of line managers for
performing HR work. While the profile of the HR function was slightly better in
CLASSIC BANK, the dominance of line managers combined with the slow pace of
development of the HR function due to the presence of incumbents in large numbers
who resisted the changes, was apparent in this case as well. Additionally, in the
foreign banks WESTERN BANK, ANGLO BANK and TRANSCO BANK a low
degree of devolution in the decision making aspect occurred because of the less
numbers of HR personnel but the disdain of line managers for sharing in the
200
implementation of the HR practices appeared here as well which we attribute to the

lack of a direct reporting relationship of the HR Head with the CEO in two of the
three banks. The disdain of line managers for HR work was less apparent in the
interviews conducted at GLOBAL BANK, possibly because of the better profile of
the HR function in this bank which appeared due to the support of the senior
management for the HR function. Thus, the significance which was attached by the
senior management with the activities performed by the HR function in GLOBAL
BANK reduced the disdain of line managers to share some responsibility in the
implementation of HR activities. Also the line managers interviewed at this bank
wanted to increase their involvement with their subordinates for which they were
willing to share to some extent, in the implementation aspect of the HR practices.
The following paragraphs provide an elaboration of the findings in the banks where
disdain of line managers appeared to be relatively high and include the comments of
both the stakeholders. In general, according to the interviews of HR managers
across the case-study banks, the disdain of line managers for HR work appeared due
to their perception that HR work was less significant and also because it diverted
their attention from their primary responsibility of meeting business targets / goals.
In addition, line managers interviewed in VINTAGE BANK, CLASSIC BANK and
TRADITIONAL BANK which had a rather low profile associated with the HR
function (see chapter 5), partly due to the slow pace of development of the HR
function, revealed that HR work was not worthy of their attention because
performing support activities was a demotion of sorts for them. They stated that
there was a certain sense of superiority attached with performing business related
work in their bank while HR work was mostly operational and administrative in
nature which did not require much valuable input. This perception held by the line
managers seemed to negatively influence the image of the HR function and created
disdain for HR work which is evident from the following comments by line
managers in two case-study banks.
I can understand that HR has some significance for the bank but for me, it is a
superfluous chore. Why should I be doing it, its not my job to do such type of
work, its the job of those HR people. (CLASLM2)
201
I take care of important clients and accounts in the bank. My utility is in that area
which by the way is actually important for the organisations success. This HR
related work is much like non-technical work which does not require the
involvement of line managers who are focused on achieving the real and meaningful
organisational objectives. If I started focusing on petty HR issues who will do my
work? (VINLM1)
As stated earlier in this section, a significant and underlying reason from which the
disdain for HR work stemmed was the mindset of line managers and their perception
of the significance of the HR functions contribution in the banks examined. This
mindset affected HRs profile and hence the leverage it held to influence line
managers to share in the dispensation of HR work. In the case of mindset, a frequent
view expressed by the HR managers interviewed in the three domestic case-study
banks VINTAGE BANK, CLASSIC BANK and TRADITIONAL BANK (where
disdain for HR work appeared to be relatively more), was that despite its
representation at some strategic forums the senior management in general and the
line managers in particular were not convinced of the value HR could add with its
meaningful participation. This to them meant that the mindset of line managers did
not encourage them to share in HRs work which was in their eyes probably not of
much value to the organisations performance.
Additionally, line managers in the domestic case-study banks interviewed generally

prescribed a non-strategic role to the HR function and expected it to provide better
operational support which in our analysis contributed to the excessive operational
work performed by the HR function that restricted its intent for making strategic
interventions. Consequently the HR function delivered what line managers expected
- operational service and was thus unable to create significant value at the strategic
level. This vicious cycle of low expectations and under-performance appeared to
have caused tensions in the HR-line relationship and to have impeded devolution.
Evidence from interviews of the HR managers revealed that this mindset created
disdain for performing HR work and prevented the devolution of the implementation
aspect of the HR practices to the line managers. The comment of an HR Manager
below is reflective of the views expressed by the HR managers in VINTAGE BANK
and CLASSIC BANK as well.
202
It has more to do with their [line managers] mindset, they do not really believe in
taking more ownership of HR work. They rather just give recommendations for
approval and implementation without any scrutiny and would not come near any
implementation aspects on one pretext or another. (TRADHR2)
6.2.1.1. Contrasting and conflicting perceptions of the stakeholders

Further, evidence from the interviews of HR and line managers in the case-study
banks generally suggests that both operate with contrasting and conflicting beliefs
and have divergent perspectives on the issue of devolution.
These divergent
perspectives also explain the views of both stakeholders related to the question of
why devolution of the HR activities did not occur to a greater extent. Inferring from
the interviews of line managers we state that their disdain for implementation of HR
work probably stemmed from the fact that HR managers expected them to share in
the implementation of HR practices but did not want to devolve the associated
decision making. This was evident in the low degree of devolution in the decision
making aspect of the HR practices (where devolution occurred) because the HR
function retained the power to approve /dis-approve based on the budgetary
constraints.
However, HR managers interviewed stated that the line managers
tainted their image in the eyes of the employees by blaming them for all the
outcomes viewed unfavourably by the employees. Some HR managers interviewed
added that line managers shirked their responsibility to objectively communicate the
outcomes of employee appraisal and blamed the poor employee rating on the
guidelines formulated by the HR function. Examples from various banks that relate
to different HR practices are elaborated below.
For example, in CLASSIC BANK line managers cited the practice of compensation
and benefits as an example and stated that while they needed more participation in
the decision making related to determining the compensation package to recruit and
retain employees in a sector with high employability and high employee turnover,
HR managers were reluctant to do so. The general reason stated by the HR function
was maintaining internal equity. As a consequence they were not willing to share in
the implementation role. In the case of performance bonuses, controversies across
the case-study banks emerged between line and HR managers with the latter
believing that generally line managers deliberately recommended inflated bonuses to
203
maintain a better relationship with their employees. This perception was generally
more evident in VINTAGE BANK, TRADITIONAL BANK, WESTERN BANK,
ANGLO BANK and TRANSCO BANK where the HR managers were mostly
dominant in the decision making aspect and line managers had little role in deciding
the amount of increments / bonuses. The HR managers in these five case-study
banks added that they had to revise the increments / bonuses downwards which
resulted in the HR functions poor image in the eyes of the employees. Further, the
HR managers interviewed added that line managers misinformed employees of the
actual amount to avoid any confrontation with them later, which blemished the
image of the HR function in the eyes of the employees. This was because the
employees felt that their bonus had been revised downwards by the HR function that
had no idea of their effort and performance. Conversely, line managers interviewed
stated that they had a better evaluation of the employees performance and felt it was
unjustified to forcefully rate (bell curve) employees in varying performance
categories just to manage the budgetary constraints. To them, they had to work with
the employees which made it difficult for them to justify varying rewards. Thus it
appeared that their disdain for HR work stemmed from the lack of their involvement
in the decision making aspect.
Further, at MODERN BANK, the centralized approach to resourcing as well as

transfers appeared to be a contentious issue.
The HR Manager Resourcing
interviewed stated that the HR function provided accurate information on the exact
positions where hiring was required while line managers felt that it just created
unnecessary delay in the response time. However, line managers interviewed in this
bank believed that it was important for them to identify the right employee who had
the required expertise and could blend in with the rest of team but HR managers
restricted their participation in the process. They claimed that when they had no
ownership in the decisions they did not want to implement them either and that it
was unreasonable of the HR function to expect them to perform in this capacity.
Hence in this case as well, it appears that the disdain of line managers for HR work
partially stemmed from their perception that the HR function did not want to transfer
any decision making authority.
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6.2.2. Workload and competing priorities of line managers

Our analysis based on the interviews of the stakeholders indicated that the workload
of line managers and their priority for achieving business goals limited greater
devolution of HR activities to them. This analysis indicates similarity across the
banks investigated because of the common underlying reason of shortage of time. In
this section, beyond the challenge of competing priorities of line managers we
highlight the workload of line managers, the trust deficit between the stakeholders in
the domestic case-study banks and the lack of reward for performing the time
consuming HR related activities as the issues which impeded the devolution of HR
activities to line managers.
In addition, the triangulation of evidence from the interviews of senior managers

with bank documents revealed what appeared to be a conflict between the stated and
practiced role of senior managers with regards to their commitment to enhance the
profile of the HR function.
On the one hand, bank documents and mission
statements emphasise commitment to the development of the workforce and senior

managers espouse the need for devolution of HR practices to line managers but on
the other hand operational requirements cascaded to line managers prioritize the
achievement of business objectives over that of the HR objectives. In our analysis,
this conflicting signal to the line managers contributed to the lack of devolution.
Line managers interviewed in the case-study banks appeared to generally struggle

for time for people management activities in all case-study banks examined. Even in
GLOBAL BANK where line managers willingly shared in some implementation
aspects of different HR practices to enhance their interaction with their subordinates,
they opined that time management was a major issue which at times affected their
primary objectives (business objectives). In MODERN BANK line managers felt
that despite their increasing workload due to a competitive environment the number
of employees and problems handled by them was on an uptake. Additionally, in
VINTAGE BANK and TRADITIONAL BANK line managers interviewed did not
appear to agree with HRs contention that devolution of HR activities could improve
their relationship with their subordinates. They still viewed their contribution in a
business context and did not deem people management as a primary or integral part
of their job. The comment of a line manager in one case-study bank is illustrative of
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and reflects the views shared by most line managers interviewed in the other casestudy banks as well.
Quite frankly, at the end of the day my performance will be judged on the basis of
achievement of the business objectives so that is my main concern and priority. I
would rather focus in this area than waste a lot of my time implementing others
work. (CLASLM4)
Further, in these two banks another issue was their large size because of which line
managers interviewed had a wide span of control and felt that in such a scenario
additional HR responsibilities were unmanageable for them to perform. In addition,
the line managers in these two banks stated that they were not evaluated on this
aspect of their job and thus any contribution in this area would go unrecognized. In
the domestic banks investigated barring TRADITIONAL BANK (private bank), the
line managers interviewed generally viewed the devolution of HR practices with
scepticism and felt that the senior and HR managers were actually trying to reduce
costs by making them perform additional work.
Evidence examined indicates that in the three small sized foreign banks WESTERN
BANK, ANGLO BANK and TRANSCO BANK where the decision making aspect
was devolved to line managers (low degree of devolution) there was a reluctance to
share in the implementation aspect. Some line managers interviewed appeared to
agree with the idea of involvement in people management issues to an extent but
struggled with finding time to perform the additional role. Further, they generally
appeared over burdened to meet the contrasting expectations of the senior
management and the HR function for the need to meet their targets versus the
requirement of effective people management. The comment of one line manager is
illustrative of this challenge and is applicable to other case-study banks as well.
I would really like to get to know my people better, but you see honestly I do not
know how to find time for that, it seems impossible. (TRANSLM1)
Additionally, in the foreign banks investigated, senior managers expected line

managers to perform activities related to the practice of employee relations which the
latter felt were very time consuming.
Also of significance for line managers
interviewed in these banks was the fact that superior employee management was
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neither acknowledged by the senior management nor rewarded formally. Hence it

appeared that in their view, there was no onus on them to assume a central role in
dispensing HR work. Even in GLOBAL BANK where HR managers had transferred
the decision making aspect of particular HR practices to line managers, the HR
managers felt a reluctance on the part of the latter to implement any HR practice in
entirety because line managers voiced that they were not rewarded for it. This leads
us to suggest that apart from the factor of securing a position in the decision making
aspect related to HR work, there are other contributing factors which impede the
willingness of line managers to perform in the associated implementation aspect.
The comment below from an HR manager highlights this concern of the line
managers in GLOBAL BANK.
We [HR] are willing for devolution in certain areas but they [line managers] are
reluctant perhaps because there is no incentive for them to take on this role. I mean,
they are rewarded for achieving their business targets so they say they really have no
motivation to spend time on HR activities. (GLOHR4)
6.2.3. Lack of people management skills and inadequate training of line

managers
Our analysis based on the views of HR and line managers in the case-study banks
highlighted that the inadequate skill-set of line managers related to soft skills
appeared to challenge the idea of devolution. These skills appeared to be more
inadequate in the domestic banks where the focus of management historically had
not been on people management issues. This was considered to be an area of low
criticality for the organisation and hence the skills of line managers were not
developed. Also, as we highlighted in chapter 4, the culture of these banks was not
conducive for learning and development in general;
and performing HR activities
was considered a low profile work that was expected to be the operational work for
which HR people were hired.
According to the HR managers interviewed in the VINTAGE BANK, CLASSIC

BANK and TRADITIONAL BANK the inadequacies in line manager skills were
evident in the areas of recruitment and selection, communication, coaching and
mentoring. They added that there appeared to be little aspiration on the part of the
line managers to equip themselves with these skills due to the aforementioned
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reasons. The HR managers added that despite their willingness, need and desire to
devolve the implementation of certain HR practices / activities to line managers, they
sometimes felt that in the current state (weak people management skill-set)
devolution could create additional employee management issues, exacerbating the
challenges faced by them.
Line managers interviewed across the case-study banks expressed two distinct
opinions on the matter of people management skills.
One opinion was
predominantly expressed by the line managers in the domestic banks and largely in
VINTAGE BANK, CLASSIC BANK and TRADITIONAL BANK.
The line
managers propagated that no serious effort was made on the part of the HR function
to train them in HR specific areas because they were unable to recall when they had
last received a formal training in areas such as interpersonal skills and employee
motivation. This they stated made it difficult for them to dispense HR work even if
they wanted to. Also, they reported that HR managers instead of training and
demonstrating how to administer practices and policies like performance appraisal
and selection interviews kept modifying these on a regular basis which made it
difficult for them to acquire skills in the area and to maintain consistency in
implementation. The line managers interviewed in CLASSIC BANK and MODERN
BANK stated that in instances where training courses were held for line managers
they lacked insight, depth and.
However, HR managers highlighted that line
managers did not show much interest in enhancing their people management skills
through training and at times even failed to acknowledge the requirement for
acquiring these skills. The comment of an HR manager in one such bank highlights
this concern. Similar comments by other HR managers in the domestic case-study
banks also emerged from our data.
We periodically arrange training sessions for line managers to upgrade their HR
skills. Line managers express their concern on the lack of opportunities for such
training on the one hand and agree to the benefits of receiving such training on the
other, but they routinely delay or reschedule on one pretext or another when training
sessions are arranged. (VINHR3)
The second opinion which was more widely cited by line managers in the foreign
case-study banks, barring GLOBAL BANK, where they were involved in dispensing
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HR work was that implementation of HR practices required some bit of common

sense and did not require a dedicated effort to learn or acquire through training. Line
managers in these banks stated that by virtue of managing their subordinates every
day they implicitly understood all the requirements and needs. Also they highlighted
that dedicated training meant that they would have to spare time for this purpose
which was already a challenge for them in accepting devolution of HR work. The
comment from a line manager in ANGLO BANK reflects the perception of other
line managers interviewed in the foreign case-study banks particularly and the
domestic case-study banks as well where lack of opportunities for such training was
the primary challenge.
It is basically common sense. I have been dealing with my employees for the last
eight years. I know how to handle them and am quite clear about their requirements.
I have attended a few of these training sessions in the past, theres not much you can
gain from them because its all different when you get to actually implementing the
work. So its kind of a waste of time in my view. (ANGLM2)
6.2.4. HR policies and implementation

In this section we analyse the issues which relate to the implementation of the HR
practices in the case-study banks examined.
Our analysis indicates that in the
domestic case-study banks where the line managers historically dominated the
decision making aspect in most HR practices and appeared unconvinced and
unwilling to share in the implementation aspect, a majority of the concerns were
raised by HR managers. They pertained to the dictation of hasty decisions by line
managers and the varying degree of significance accorded to the adherence with
policy guidelines between the two stakeholders. Additionally, of concern for line
managers were the issues of inflexibility of the HR function in policy matters and the
intent of the HR function to devolve in certain HR practices. In the foreign casestudy banks examined, the concerns were mostly highlighted by line managers and
were related to policy formulation and implementation. They largely pertained to
the lack of the HR function to make decisions in context of their implications for the
business concerns. Common issues emerging from the data of all the case-study
banks included the emphasis of the HR function to conform to policy guidelines and
the lack of business focus of the HR function to design policies that best addressed
business concerns. Thus in the following paragraphs we associate the concerns with
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particular banks where they appeared more dominant and were expressed more
frequently in the interviews of the HR and line managers. However, this does not
necessarily highlight that the issues were not applicable to the other case-study banks
but rather indicates that they were cited less frequently and were thus less significant.
The HR managers interviewed in a majority of the case-study banks expressed the

view that line managers frequently opted for hasty decisions and expected the HR
function to either bypass related policies or to apply them retrospectively.
In
addition they stated that it appeared that line managers were interested in getting
their demands and requirements approved as urgently as possible and did not want to
follow procedural requirements. HR managers interviewed in VINTAGE BANK
and TRADITIONAL BANK stated that there were instances when line managers
raised a requirement for urgent hiring or for quick promotion decisions ignoring the
procedural and legal needs.
For example in VINTAGE BANK, the HR Head
interviewed cited the following incident. A certain line manager compelled by

business pressures hired employees in his branch without consulting the HR function
which was a contravention of established recruitment procedures. The HR function
then acted in retrospect and arranged a selection board for the interview of these
employees. The HR Head indicated that this post employment selection board was a
formality that had to be conducted in order to give legitimacy to the new recruits but
it was evident that the actual results of the selection panel were inconsequential. A
similar example was cited by the HR managers in TRADITIONAL BANK which is
illustrated in the following comment.
They routinely create emergency like situations to bypass the system especially
regarding hiring of employees on urgent basis and giving them extraordinary
packages. If that happens once in a while we can understand but when it happens too
often, there is a question mark on their consistency and transparency which
consequently affects our image and that of the bank. In that case, we are the
suffering party as our professional image is at stake. (TRADHR2)
Other factors emerging from the interviews of HR managers in VINTAGE BANK

and TRADITIONAL BANK indicated the presence of personal biases and
perceptions of line managers that appeared to override policies guidelines.
According to HR managers in the domestic case-study banks, to some extent line
210
managers were unable to understand the importance HR placed on developing

certain policies to introduce work life balance, flexible work hours and work from
home options.
These policies were dismissed as temporary trends that lack
applicability and adaptability in the context of Pakistan. This was not the case in the
four foreign case-study banks possibly due to the influence of their global cultural
norms and conformity with global HR practices. The comment of one line manager
illustrates this challenge.
I wish they [HR function] are more considerate towards our [line managers]
problems and issues when they formulate HR policies and practices.
Instead of
formulating HR practices by benchmarking those in foreign banks that look good on

paper only in our country and society, they should keep the constraints and
limitations these policies can create in mind. After all, we [line managers] have a
better read of the pulse of our employees and have to bear the consequences after the
implementation of such policies which provide latitude to employees and increase
unprofessional behaviour on their part. (MODLM2)
Moreover, in CLASSIC BANK, MODERN BANK, WESTERN BANK ANGLO

BANK and TRANSCO BANK where the mis-trust between line and HR managers
was relatively less evident in comparison with VINTAGE BANK and
TRADITIONAL BANK, HR managers widely cited that line managers took cover of
the urgent need to fulfil business considerations as a rationale for marginalising the
use of HR policies and guidelines.
Further, according to the HR managers
interviewed across the case-study banks, inclusive of GLOBAL BANK, the

inconsistency in the implementation of HR practices by line managers which they
attributed to various reasons like lack of skills of line managers, deliberate
marginalisation of HR policies / procedures and their insensitive attitude created
challenges of transparency and fairness in the execution of people management
practices.
6.2.4.1. Challenges identified by line managers in the case-study banks

In this section we highlight the views of line managers in the case-study banks which
indicate the challenges presented by the HR managers in the HR-line relationship
that impeded the process of devolution. Line managers interviewed across the casestudy banks revealed that they felt restricted and bound by the insistence of the HR
211
function to follow policies and procedures, irrespective of the situation or issue at

hand. Some line managers commented that they found the insistence of the HR
function to be inflexible and resilient to the ground realities which restricted their
autonomy and affected the timing and extent of the fulfilment of their business goals.
The examples cited by line managers in two case-study banks highlight the
perception and concerns of other line managers as well.
HR is doing its job well but sometimes the HR people just drag their feet.
Although I will concede that the delay in hiring is in part a result of the bureaucratic
approval process at the bank over which HR has pretty much no control.
(TRADLM4)
It sometimes bothers me as they [HR function] insist on allocating employees very
rigidly within the stipulated percentages on the bell curve despite our insistence that
exceptions can be warranted where the entire team has done well. Often I feel that
such rigid compliance to policies not only affects our relationship with our
subordinates but it also affects the attainment of the banks goals. (TRANSLM3)
In the domestic case-study banks TRADITIONAL BANK, VINTAGE BANK and

CLASSIC BANK the line managers interviewed stated that the HR function was not
genuinely interested in devolution as it would reduce their value in the organisation.
In the two large sized domestic banks this perception seemed to appear from the low
trust factor in the relationship between HR and line managers while in private bank
TRADITIONAL BANK this perception appeared to have emanated from the low
profile and image of the HR function. The comment of a line manager illustrates this
perception.
It is one thing to talk about devolution and another thing to make it happen. I
believe they [HR] do not want share much of their work because they feel it will
make them redundant. (TRADLM3)
According to line managers interviewed in CLASSIC BANK devolution of HR

activities was not genuinely the priority of the HR function because the function
feared it would lose the status that it had to some extent improved over the last few
years. Further, they added that the HR function was fearful that the awareness they
had tried to create and diffuse in the bank, related to the significance of the work
they performed would become redundant. Evidence indicated that with diminishing
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job security HR personnel responded by either holding on to certain crucial elements

of the HR practices or by nit picking in the work achieved by line managers.
In the two case-study banks (MODERN BANK and GLOBAL BANK) where the
line managers shared the decision making aspect in certain HR practices with the HR
function there was great emphasis on the fact that the HR employees lacked business
acumen which presented a challenge in the formulation of strategic policies. We
contend that this not only impeded the efforts to devolve the decision making aspects
related to certain HR practices in to HR managers but also contributed towards the
low extent of strategic input by the HR function. Further, line managers opined that
the greater interest of HR managers to follow policies conflicted with their (line
managers) approach of finding a means to quickly resolve impending issues which
created operational inefficiencies.
In our analysis this differing approach to
addressing issues and challenges created an environment where line managers

perceived that working with the HR function on policy formulation and
implementation to meet changing business realities was a difficult proposition. This
divide created hurdles in the devolution of HR practices to line managers and thus
influenced the level of strategic input by the HR function.
Line managers
interviewed in GLOBAL BANK considered that the HR function at times

emphasised on policy guidelines that did not reflect the dynamic realities of the
banking sector or the competitive environment in which the line managers operated.
Similar concerns were raised by line managers interviewed in MODERN BANK
who added that the policies developed by the HR function mostly reflected the
concerns of management and were a distance away from the business and practical
issues faced by line managers. The comment of a line manager in MODERN BANK
exemplifies this issue.
I believe the HR people are at times inconsiderate of our position. For example
when we are opening up new branches in some smaller cities and areas where the
bank had not ventured in the past, they insist on keep the employee numbers low.
We need to provide the same level of service and a similar experience to all our
customers regardless of the branch size and location otherwise we wont succeed in
gaining customer share in this new market. But they are only bothered about the
qualification and criteria not realising the dynamics of these markets where we need
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people from the localised regions to establish ourselves. Those who talk like them
and think like them. (GLOLM2)
However, regardless of the issues elaborated above which confront the HR-line
relationship, evidence extracted from the interviews of HR and line managers also
suggests that improvement in this relationship appears to have occurred to some
extent in the case-study banks. The improved coordination and communication
between line managers and HR managers is an example, especially in the banks
where the position of HR Relationship Managers was created. For example, the
Group Head ABC division at MODERN BANK was satisfied with the present
arrangement where a senior HR person had been solely dedicated for his Group and
said,
I believe that this additional post has resulted in marked improvement in the coordination between the HR department and line managers in at least the ABC
division I work in. (MODSM1)
The Relationship Manager of the ABC division also stated that he had been
instrumental in the resolution of a long standing issue concerning the up-grading of
certain employees in ABC which had suffered inordinate delay because of the lack
of a proper response by that division. A line manager from MODERN BANK agreed
with this view and commented,
Yes coordination has improved a lot in the last few years and I am impressed with
the close relationship developed by the Relationship Manager in our division. He
seems to speak and understand our language and has developed some business sense
as well. Overall, he has a supportive and rational approach to his work but just like
other HR people, he needs to be a little more flexible in his reliance of policy
manuals. (MODLM1)
Summary
In summary, an evaluation of the aforementioned challenges in the HR-line
relationship suggests that the HR and line managers had a rather contested
understanding of what devolution entailed.
For HR managers it included the
implementation aspect of the HR practices as well but line managers expected that
devolution in the decision making part was the only aspect in which their
contribution mattered. The remaining work they felt was more time consuming and
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less significant than the achievement of their business objectives and was the
responsibility of the HR managers to perform. The mind-set of line managers, their
disdain for HR work and their competing priorities, the absence of associated
rewards and the lack of time presented a challenge in the devolution of the HR
practices to them. However, the fear of loss of status and redundancy of the HR
function, the lack of business understanding and skills of HR managers and their
greater emphasis on following established guidelines and procedures regardless of
the situation / circumstances created issues in their relationship with line managers
which again, impeded the process of devolution in the case-study banks.
Further, our analysis indicates a low level of application of devolution of HR

practices in the case-study banks examined. Not only are line managers generally
unwilling to share in the implementation aspect of these practices due to the lack of
time, an inadequate skill-set and lack of training, the HR function is also perceived to
be unprepared and disinclined to let go of its role. This paradoxical understanding of
devolution by both stakeholders appears to result in tension in the HR-line
relationship. It appears that to attain a higher degree of devolution, the mindset of
both stakeholders needs to change; also the challenges confronted by this
relationship seem to impede the efforts for devolution of HR practices to line
managers which carries implications for the intent of the HR function to contribute
more in the strategic realm of organisational decision making and to thus dispense a
more strategic role.
6.3. Conclusion
In conclusion, our analysis in the eight case-study banks examined revealed that a
low degree of devolution of HR activities to line managers had occurred in seven
case-study banks, with the exception of GLOBAL BANK where devolution
appeared to have occurred to a relatively greater extent. Thus, the insignificant
extent of devolution in most banks examined could not create time for the HR
managers to spend on the strategic level initiatives, especially in the seven casestudy banks with low level of devolution; as a consequence, the HR function
appeared unable to dispense a greater strategic role. Our analysis also revealed that
while HR managers generally wanted to devolve the aspect of implementation in
which the line managers were not interested, the line managers were willing to share
215
in the decision making aspect but not the implementation aspect.
Hence, the
contrasting perspective of both stakeholders involved in the process created

hindrances in the process of devolution. The perspective of HR managers was that
implementation took most of the total time spent on an activity and when that was
not devolved, effectively they could not create time for strategic work and hence
even where devolution occurred it was not accompanied by significant strategic
contribution by the HR function.
Additionally, evidence presented indicated that generally, greater devolution in the

decision making aspect (primarily) had taken place in the practices of recruitment
and selection and performance management systems but to varying degree, across
the case-study banks. Some plausible reasons for the greater extent of devolution in
these two HR practices include the fact that line managers have more pertinent
information to make the right decisions in this case (performance management
systems) and / or the HR practice can affect the immediate work environment of the
line managers (recruitment and selection) and the performance levels of their
employees. However, despite the evidence of devolution in the decision making
aspect of these practices there was no indication that any significant devolution had
taken place in the implementation aspect. This was because line managers appeared
to be interested in the decision making aspect only and were resistant to the idea of
sharing in the implementation aspect due to issues of time and the preference to meet
the business related objectives. In the case of recruitment and selection the interest of
line managers in the recruitment and selection also appeared to emanate from the job
market dynamics where deregulation and the addition of new banks in the sector had
heightened competition and line managers wanted quick decisions in hiring. In the
case of performance management systems the interest stemmed from the growing
need especially in the domestic banks to develop a greater focus on rewarding
employee performance and to build an organisational culture that fostered increased
performance. Also, the returning workforce from the foreign banks abroad and the
younger employees placed emphasis on rewards for performance rather than
primarily seniority.
On a relative scale, across the case-study banks, less devolution appeared to have
occurred in the practices of compensation and benefits, training and development
216
(except in GLOBAL BANK, MODERN BANK and VINTAGE BANK), and

employee relations (domestic banks mostly).
In the case of compensation and
benefits line managers interviewed appeared to be interested in the decision making

aspect because compensation affected the retention or otherwise separation of some
of their talented and performing employees, in a sector where job mobility was quite
high (at the time of interviews). However, evidence presented indicates that HR
managers were not willing to devolve in this area and possibly because of the
apprehension of senior managers to decentralize decisions which had direct financial
consequences for the bank. In the case of training and development the three casestudy banks were exceptions as devolution occurred in GLOBAL BANK where line
managers were in-charge of the training programs and in the other two case-study
banks (VINTAGE BANK and TRADITIONAL BANK) separate departments were
created for training and development. Line managers appeared unwilling to share
part of the responsibility possibly because of the lack of time and in CLASSIC
BANK because of the evolving systems and policies which rendered the procedures
subject to change very often and thus more time consuming to learn on a continuous
basis.
Moreover, certain key challenges were reported that appeared to impede the
devolution of HR practices to line managers. One of them was the contrasting
perspective of the stakeholders mentioned earlier in the conclusion and others
included the disdain of line managers for HR work, their workload and priority to
achieve business goals, the lack of their people management skills and the absence of
associated rewards. In the case of senior managers the challenges included the lack
of discretion provided by them to the HR function and in the case of HR function the
challenges took the form of lack of business acumen of the HR employees and the
fear of loss and redundancy, mostly in the domestic cases-study banks. Nevertheless
some areas where improvement had occurred in the HR-line relationship emerged
from our analysis.
They included improved communication and coordination
between the HR and line managers, especially in the banks where positions of
relationship managers were created.
Further, the phenomenon of devolution appeared to be somewhat deceptive in two

case-study banks (VINTAGE BANK and TRADITIONAL BANK).
217
While it
appeared that devolution had occurred in certain HR practices like performance

management and recruitment and selection, in actual line managers had historically
dominated the decision making aspect of these practices and no actual transfer had
taken place from the HR to the line managers.
Possible reasons of historical
dominance of the line managers in these two banks were the less development of the
HR function in these banks and their low influencing power and profile (discussed in
chapter 5) which inhibited the involvement of the function in strategic activities.
This was despite the fact that line managers were performing some of the HR
functions activities. However availability of time continued to remain an issue
because line managers were only making decisions and not sharing in the
implementation. We suggest that no actual devolution took place because devolution
is defined (beginning of this chapter) as the degree to which the HR function
involves or transfers HR responsibilities to line managers but in this case there was
no evidence of a transfer, rather the line managers had ownership of this process all
along.
Thus we conclude that devolution did not take place to a significant extent in at least
seven case-study banks examined, barring GLOBAL BANK. The extent of
devolution in the implementation aspect appeared to be far less than that in the
decision making aspect and where devolution occurred in the decision making
aspect, it was of a low degree because financial (budgetary) and legal decisions were
retained by the HR function.
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Chapter 7: Structure and skill-set of the HR function

7.0. Introduction
In the previous chapter, we discussed the devolution of HR responsibilities from HR
to line managers and the ensuing challenges in the HR-line relationship to examine
the influence or lack thereof, on the role dispensed by the HR function. In this
chapter, we examine the structure of the HR function, the skill-set of the HR
employees and the perception of the line managers related to the skill-set of HR
employees to explore their influence (or lack thereof), on the role adopted by the HR
function in the case-study banks examined.
The evidence from the eight case-study banks indicates that development in the
structure of the HR function was mostly driven by the HR functions intention and
aspiration to dispense a more strategic role and to meet the demands of line
managers for better service delivery. This intent is highlighted by Torrington et al.
(2008) and Truss (2009) who suggest that to contribute to business success, the HR
function needs to perform as a strategic player and (Cleland et al., 2000) who state
that the business strategist will be a key role for HR specialists in the future. Hence,
our examination of data in this chapter will focus on whether and if the development
in the HR structure aided the HR function in achieving the intended strategic role
and how the skill-set of the HR employees facilitated or impeded the adoption of a
strategic role.
The rationale for exploring the structure of the HR function and the skill-set of HR
employees is underpinned in the conceptual link between these two elements and the
role of the HR function which emerged from a review of related literature in Chapter
2. According to Lawler III and Mohrman (2003), the structure of the HR function
can influence the strategic orientation of its role by enabling the HR managers to act
as strategic partners in addition to performing their administrative responsibilities
but to dispense a strategic role a developed HR skill-set is also vital. Additionally,
highlighting the link between the HR structure and skill-set, Ulrich and Brockbank
(2005) and Ramlall (2006) state that expertise in HR competencies and people
management skills alone are inadequate to enable strategic integration for which HR
219
managers must be equipped with business acumen as well. Thus, our attempt to
explore the elements of HR structure and HR skill-set is aligned with theoretical and
empirical studies in the field of HRM that suggest adoption of a framework which
includes a study of these elements to determine the role (strategic or operational)
being performed by the HR function.
This chapter is divided into six sections. The first section explores the drivers
underlying the changes in the structure of the HR function and examines the
structure of the HR function by identifying the presence or otherwise of the
Corporate HR team and the use of mechanisms like clustering and segmentation for
achieving specialisation. Section two examines the creation of the position of HR
Relationship Managers in the case-study banks and the role performed by them.
Section three examines the approach (centralisation, decentralisation and hybrid)
adopted by the case-study banks to organise the activities of the HR function and
section four highlights the implications of the HR staff to employee ratio in the
banks examined to highlight its influence (if any) on the structure adopted.
Additionally, section five explores the skill-set of HR employees and its influence on
the role adopted by the HR function in the case-study banks which is followed by the
conclusion to this chapter. The analysis presented in this chapter is based on data
gathered from the interviews of HR, senior and line managers and where necessary,
triangulation with bank documents.

In this section we explore the structure of the HR function with the specific intent to
identify the presence (or otherwise) of the Corporate HR team and the use of
mechanisms such as clustering and segmentation for achieving specialisation in the
case-study banks.
7.1.1. Drivers for changes in the structure of the HR function

Evidence examined suggested that all the eight case-study banks underwent changes
in their HR structure in one way or another so before discussing these changes in
detail in the following sections we explore the major drivers and the underlying
reasons for making these changes.
220
Table 7.1 Structure of the HR function

VINTAGE
CLASSIC BANK
BANK
MODERN BANK
GLOBAL BANK
BANK
Functional
Structure
TRADITIONAL
Functional
WESTERN
ANGLO BANK
BANK
Functional
Functional
3 legged stool
TRANSCO
BANK
Functional
Functional
Functional
model
Corporate HR
Yes
Yes
Yes
Yes
Yes
No
No
No
Specialisation
Limited set of
Segmentation of
A set of
Segmentation of
Centralised
A set of
A set of
A set of
specialist
specialist activities
specialist
specialist activities
Specialist and
specialist,
specialist,
specialist,
services
on regional basis
services
on regional basis
Shared Services.
generalist and
generalist and
generalist and
provided
and RMs
provided
and RMs
Decentralised
administrative
administrative
administrative
business partners
services located
services
services
centrally
located
located
centrally
centrally
and
Segmentation
Centralisation
centrally and
centrally and
RMs
RMs
Centralised
Hybrid
Centralised
Hybrid
Hybrid
Centralised
Centralised
Centralised
180
110
40
73
35
10
11
12
1:78
1:85
1:150
1:99
1:114
1:49
1:92
1:125
Decentralisation
HR Staff
HR:
Employee
Ratio
Source: Derived from interview data and triangulation with bank documents.
* Hybrid refers to a combination of centralisation and decentralisation.
221
The drivers discussed below emerged from the interviews of HR and line managers
interviewed across the case-study banks. They were specifically asked to identify
the major drivers which created the need for changing the structure of the HR
function in their respective banks. Initially, interviews were conducted with four to
five HR and line managers each, and the four most cited drivers for change were
extracted from these interviews. They included enhanced strategic contribution,
greater business focus, improved service delivery and cost reduction. Further, in
addition to the above mentioned interviews, the remaining HR and line managers
were also interviewed and were specifically asked to prioritize the drivers according
to their perspective. Tabulation of these responses revealed that across the eight
case-study banks examined, there appeared to be similarity between the perspectives
of HR and line managers related to the on the drivers for change but these
perspectives seemed to diverge when prioritizing the drivers.
Data analysed indicated that a majority of the HR managers (39 out of 40) across the
case-study banks ascribed top priority to the driver of enhancing strategic
contribution as the underlying reason for changing the structure of the HR function.
This was followed by the drivers of the intent / aspiration of the HR function to
become more business driven, improved delivery of HR services and in the case of
VINTAGE BANK, the driver of cost-cutting also emerged. Our analysis indicated
that the driver of enhancing strategic contribution was to some extent more a rhetoric
than reality because most structural changes as discussed in the following three
sections were predominantly undertaken, at least in the short-term, to meet the
demands of line managers related to better service delivery.
Also an analysis of the data in the following sections will highlight and discuss in
greater detail, the other reasons for structural changes which include the feasibility
(or otherwise) of relocating operations from one region to another, improving the
control of the HR operations and pooling of the best resources (skilled HR
employees). The tendency of HR managers for overstating the intent to enhance the
strategic contribution of the HR function as a driver for initiating and incorporating
structural changes in the HR function has also reported by Truss (2002). This study
highlights that the HR managers perceive that changes of various nature in the HR
222
function are driven by the intent to enhance its strategic contribution as suggested in
prescriptive literature.
Conversely, from the responses compiled and the interviews conducted with line
managers, it appeared that predominantly the key driver for structural reforms in the
HR function was the need to first address the issues / weaknesses in service delivery
which was of utmost importance for enhancing the efficiency and performance of the
bank. In their perspective, unless the business acumen and skill-set of the HR
employees was enhanced there was little possibility that the HR function could
contribute strategically. In the four domestic case-study banks, line managers cited
the creation of positions of Relationship Managers as an example. They highlighted
that this structural change had not resulted in considerable strategic input because at
this stage in the development of the HR function and the skill-set possessed, the
Relationship Managers could only facilitate better communication with the
Corporate HR team and improve the time and quality of services extended by the HR
function.
This perspective appears to be aligned with the position adopted by
Roebuck (2008, p.40) that, the credibility of HR is based on the delivery of the core
transactional HR services to the business at a high-quality level. Only if this is in
place will the business accept delivery of strategic HR. Further, this perspective
conforms to the view of Lawler and Mohrman (2003) that structural reform alone is
not indicative and hence sufficient for repositioning of the HR function as a strategic
arm of the organisation.
7.1.2. Corporate HR
According to Ulrich et al., (2008) the Corporate HR consists of the top HR
management which is responsible for: shaping the programs that implement the
CEOs agenda, ensuring that all HR work is aligned to business goals, ensuring the
development of HR professionals and creating a consistent firm-wide culture. Our
analysis based on the empirical evidence indicated that a Corporate HR team existed
in five of the eight case-study banks (the four domestic banks and foreign bank
GLOBAL BANK). However, in the three small sized foreign case-study banks
(WESTERN BANK, ANGLO BANK and TRANSCO BANK), where the HR
function was smaller in size, the HR Head himself embodied the Corporate HR
function by advising on policy development and strategic initiatives. The explanation
223
below is based on a triangulation of bank documents and interviews from the HR

Heads in the case-study banks examined.
According to the HR Heads interviewed in the two large domestic banks (VINTAGE
BANK and CLASSIC BANK), the Corporate HR team was expanded as a
consequence of major structural changes between 2004 and 2007 to enhance the
strategic input provided by the HR function. For example, in CLASSIC BANK the
Heads of two newly established departments of Organisational Development and
Strategy Planning were included in the team. The OD Head primarily advised on
major structural and policy changes at the bank that required a concentrated effort
towards change management and the Strategic Planning Head catered for integration
of the HR processes, practices and policies in the major initiatives taken at a bankwide level. According to the HR Head in VINTAGE BANK, the Corporate HR
team was the communication link between the headquarters and the branches and the
team was central in coordinating HR activities across a wide branch network that
covered the entire country. In both these banks, the respective HR Head interviewed
identified the large size of the bank as a reason for which the Corporate HR team
was inducted. The large size and branch network meant that control needed to be
exercised to achieve consistency in the implementation of the HR practices. Another
reason cited was the significant variation of the HR personnel in terms of their skillset which necessitated the establishment of a core (Corporate HR) team that would
provide the vision and guidance for the less experienced and under-skilled HR
employees to perform their work.
Additionally, evidence examined indicated that in TRADITIONAL BANK,

MODERN BANK and GLOBAL BANK, a small Corporate HR team existed. For
example, in TRADITIONAL BANK, the HR Country Head and two senior HR
personnel, namely the Organisational Development Head and the Group Head ABC
division, were part of the Corporate HR team; they were responsible for formulating
strategy and participating in policy making at the organisational level. The position
of the Organisational Development Head was created to facilitate a major change
management programme which was initiated based on the recommendations of an
external consultant.
According to the OD Head interviewed, the change
management programme included the implementation of a new performance based

224
pay system, the introduction of a new performance management system, the volume
analysis exercise, the induction of new banking operations software and the
forthcoming Human Resource Information Systems. However, he cited that the
primary purpose (enhancement of strategic role) behind the creation of the Corporate
HR team was considerably defeated because of the inadequate skill-set of the junior
employees in the HR function. This meant that he had to provide a lot of guidance to
them and his role was therefore equally significant in the implementation aspect,
which was quite time consuming.
Similarly, in MODERN BANK, the Corporate HR team consisted of the HR Head

himself and in addition, the General Manager (GM) in-charge of the banks
operations in the southern region and two other senior HR employees. As will be
elaborated later in this section, the GM South was in-charge of the performance
management systems bank-wide, and additionally participated with the other
Corporate HR team members in HR strategy formulation. In GLOBAL BANK, the
Corporate HR team included the Head of HR and the three business partners who
were responsible for providing strategic input. As such, there was no presence of a
distinct Corporate HR team in the structure of the HR function but the HR Head
interviewed stated that he and the three business partners managed strategic matters
related to the bank and made decision related to the strategic initiatives.
Moreover, unlike the five case-study banks discussed above, there was no presence
of a Corporate HR team in the remaining three banks examined; the HR Head was
responsible for providing policy and strategic input to the senior management. The
following comment from the HR Head at WESTERN BANK highlights the absence
of a Corporate HR team and highlights the implications for the role and
responsibilities of the HR Head. Similar comments were given by the HR Heads at
TRANSCO BANK and ANGLO BANK as well.
Due to the absence of a Corporate HR team I am stretched to the limit; this
is one aspect of my job which is really dissatisfying. I have to spend so much
time every week on coordinating between the hierarchical levels and
branches which leaves very little time for me to proactively think about
strategic interventions and to constructively participate at policy development
forums. (WESTHR1)
225
7.1. 3. Specialisation: Clustering and segmentation as approaches adopted

In this section we analyse the prevalence of techniques like clustering and
segmentation to achieve specialisation within the HR function. The purpose is to
explore the rationale for and outcomes of applying these techniques to achieve
specialisation and to explore the influence specialisation or lack thereof, may have
on the intent of the HR function to adopt a strategic role. Specialisation is referred to
as developing expertise in specific HR areas by grouping together related HR
practices under one Head. The pattern emerging from data showed a slight trend in
the case-study banks towards developing HR activities on specialist lines, with
varying degrees of specialisation across the case-study banks.
Most examples from the data seem to indicate the use of the clustering technique for
achieving specialisation. The term clustering is used in the literature to define the
grouping together of multiple HR practices in a bundle (Fabi et al., 2007; MacDuffie,
1995; Pfeffer, 1994). Our use of the term clustering in the HR structure is an
adaptation from this terminology; we define clustering as a technique employed by
the case-study banks to group together various HR practices under one cluster head.
Our analysis based on the interviews of HR managers indicated that in seven of the
eight case-study banks which included all four domestic banks and three foreign
banks (WESTERN BANK, ANGLO BANK and TRANSCO BANK) efforts were
made to create specialist teams. Five of these seven case-study banks adopted the
clustering technique for this purpose (see table 7.2) and two (CLASSIC BANK and
MODERN BANK) adopted the segmentation technique for specialisation. The only
case-study bank that had a dual focus and provided specialist support through the
Centre of Expertise and generalist support through the business partners was
GLOBAL BANK (see table 7.1). It is pertinent to highlight that the distinction
between the Centre of Expertise at GLOBAL BANK and the specialist clusters in the
remaining seven case-study banks lies in the fact that the specialised clusters are
responsible for the implementation aspect of the HR activities as well, which is the
responsibility of the Centre for Shared Services in GLOBAL BANK.
From amongst the domestic case-study banks, VINTAGE BANK (privatized, large
sized bank) appeared to have a limited focus on specialisation with specialist teams
only in two core HR areas of compensation and benefits and resourcing. According
226
to the HR Head interviewed here, the immediate issue to be resolved from

specialisation was to nest the key HR practices under the best resource available in
order enhance convenience in service delivery and to achieve budgetary targets. He
added that in the long-run the intent was to achieve some mileage for the HR
function to perform in a strategic capacity. The comment below of a line manager in
VINTAGE BANK highlights the presence of specialist teams in the bank.
Privatization and deregulation has increased the competition and the two areas most
affected in HR were resourcing and compensation, so in order to strengthen these
areas which could help us in attracting and retaining professional bankers, we
created separate teams. The management is still aiming to achieve operational
excellence, so we will see if more specialists are required in the future. (VINLM4)
In the other large case-study bank (CLASSIC BANK) which was privatized almost
15 years ago and the two private medium-sized domestic banks TRADITIONAL
BANK and MODERN BANK, a relatively higher degree of specialisation existed.
The senior managers and HR Heads interviewed in these three banks generally
agreed that there was a need to structure the HR function into specialist teams to
develop a higher level of expertise in specific HR areas. This in their view was
necessary to provide better quality and effective and efficient service delivery. In
these banks, the specialist teams consisted of managers who were responsible for
specific areas and the team size varied from two to eight managers, depending on the
nature and the number of tasks they were assigned to perform. In addition, the HR
managers of both TRADITIONAL BANK and MODERN BANK stated that it was
the expansion in the workforce of the banks which led to an increase in the number
of HR employees that made it possible for the HR function to opt for specialisation.
For example, the HR Head interviewed stated that previously there were 15 HR
employees in TRADITIONAL BANK who were generalists and performed different
HR tasks but after their number increased to 40, the possibility of developing
specialised teams emerged on which the bank capitalised.
The HR managers interviewed in the three small sized foreign banks (WESTERN
BANK, ANGLO BANK and TRANSCO BANK) which operate in niche markets
227
(high-end customers and big corporate clients), stated that boutique banking 18
necessitated the presence of specialists who possessed expertise and competence in
specific HR areas to cater to the needs of high-end customers. However, evidence
examined highlighted that the degree of specialisation varied between the three
foreign case-study banks due to the number of HR personnel in the HR function.
For example, the HR function in TRANSCO BANK is staffed by 12 employees,
inclusive of the HR Country Head. Three HR managers report directly to the HR
Head of which two managers are responsible for one specific HR activity each
(compensation and benefits and training respectively) while the remaining activities
are clustered under the third manager who is responsible for performance
management, employee relations and HR compliance and HR administration (see
table 7.2). Previously, in 2004, the department was structured on the basis of lean
reporting with five HR personnel (each responsible for one specific area) training
and development, recruitment and selection, compensation and benefits, employee
support and employee relations and all five directly reported to the HR Head.
As stated above, in comparison with the three small foreign case-study banks and all
four domestic case-study banks, GLOBAL BANK followed a different structure that
was quite similar to the Three Legged Stool Model prescribed by Ulrich. According
to the HR managers interviewed in this bank, the structure of the HR function was
characterized by a Centre for Service Delivery, a Centre of Excellence and business
partners. The Centre of Excellence provided the specialised services to the line
managers while the Centre for Service Delivery managed the administrative aspects
of implementation. Further they added that the bank had a dual focus - business
partners were functioning as generalists while the specialist focus was evident in the
centre of excellence19. The aim of the business partners who were the front end of
HR was to provide strategic input to the business units while the centre for service
delivery provided cost effective administrative support.
According to an HR
manager interviewed at GLOBAL BANK, the bank operations made the adoption of
the three legged structure viable. The comment below reflects this view.
18
terminology bankers use in Pakistan to define their operations and activities focused at high-end
customers
19
Where expertise in specific areas of resourcing and rewards, employee relations and learning and
talent development are provided.
228
The bank is a large organisation and is geographically widespread [on a global

level] so this structure is most suitable financially and otherwise for us to follow.
Not only does the HR function provide support through excellence in service
delivery but it also provides strategic input through the business partners.
(GLOHR2)
In the following paragraphs, clustering which is defined as technique of locating

different HR activities under one individual or position is discussed. According to
the HR Heads interviewed in the five case-study banks where this technique was
employed (see table 7.2 for details), the intent behind creating specialist teams was
to provide specialist input to line managers. However, our analysis revealed that in
two domestic banks (VINTAGE BANK and TRADITIONAL BANK) and three
foreign banks (WESTERN BANK, ANGLO BANK and TRANSCO BANK) the
reasons varied from the stated intent of the HR Heads and were largely dissimilar
across the case-study banks.
Table 7.2 Clustering of HR activities in five case-study banks
Banks
Activities
VINTAGE
TRADITIONAL
WESTERN
BANK
BANK
BANK
ANGLO BANK
TRANSCO
BANK
RM Retail and
In-charge
HR Business
Manager
Consumer
strategic
Partner
and
~HR
planning & OD
~Performance
~Recruitment
~Performance
~Organisation
Management
~Performance
Management
Development
~Recruitment
Management
~Employee
procedures
~Performance
and Selection
Manager Rewards
Relations
~Resourcing
Management
HR Rewards
and HR Operations
~HR Compliance
~Compensation
Systems
and
~Compensation
~ HR
and Benefits
~Strategic
Operations
Planning
~ Rewards
Administration
~HR
Manager Employee
administration
Relations
strategic
planning,
policies
and
HR
Development
~Engagement
~Resourcing
~Employee
Relations
229
Talent
HR
Recruitment and
Talent Head
Administration
According to the HR managers interviewed in both domestic banks, clustering was

required because of a scarcity of experienced and skilled managers. For example,
according
to
the
In-charge
strategic
planning
and
OD
interviewed
at
TRADITIONAL BANK, he was responsible for the activities of organisational

development, performance management systems and strategic planning. He
explained that clustering was employed in view of the insufficient skills of the
relatively young but professionally educated HR employees in order to provide the
business (line managers) units with better quality and consistency in service delivery.
He added that the HR Head felt that in due course of time clustering in the HR
function could facilitate development of the skill-set of the HR employees which
would aid in job rotation within the specialist clusters.
Similarly in VINTAGE BANK, limited specialisation was evident with the

clustering of HR activities under the Relationship Manager, Retail and Consumer
Banking. According to the incumbent employee in this position, she was responsible
for aiding the HR Head in strategic planning initiatives and she also provided
expertise in two core HR areas of resourcing and compensation and benefits. In his
view, the significance of these two areas / practices increased due to the banking
sector dynamics - heightened competition due to deregulation and privatization (at
the time of interviews). Also, she added that there were budgetary constraints which
did not permit the hiring of more experienced personnel in the HR function as they
demanded higher compensation packages. In this case as well, apart from the need
to meet budgetary constraints the rationale for clustering emanated from the need to
cater for the inadequate skill-set of most HR employees.
The HR Head at
VINTAGE BANK in her interview also pointed to the fact that while the bank had
been in operations for more than five decades (at the time of interviews), a
significant number of the employees in the HR function did not possess professional
degrees with a specialisation in HR. Moreover, many of them had been transferred
from various other departments at the time of restructuring of the bank and thus had
little experience in the HR function.
Evidence examined in the three foreign case-study banks WESTERN BANK,

ANGLO BANK and TRANSCO BANK indicated that in addition to the inadequate
skill-set of the young individuals employed in the HR function, the scarcity of HR
230
employees primarily resulted in the clustering of the HR practices / activities. The

number of HR employees in these case-study banks ranged between 10 and 12.
According to HR managers interviewed in WESTERN BANK since the bank was
operating in Pakistan for less than three years (at the time of interviews) the HR
function working under the Head of HR was fairly small in size with only 10
employees of which five directly reported to the Head HR. Two of them were given
the designation of business partners but with the primary responsibility to provide
services related to activities of recruitment and selection and performance
management, to line mangers. Of the remaining three one (HR Rewards and HR
Operations) was responsible for multiple HR activities of compensation and rewards
and HR Administration while the other two were responsible for one HR activity
each that included learning and development and HR governance. Bank documents
and interviews with the HR personnel revealed that two HR managers directly
reported to the Head of Rewards and HR Ops while the other two reported to the
senior business partner.
According to the HR managers interviewed at ANGLO BANK which had 11 HR

employees, some activities were clustered under three individuals because of scarcity
of HR employees. Previously, in 2005, the HR function consisted of a three member
team that included the HR Head; this team was responsible for performing all HR
practices and the related HR activities.
According to the Manager Talent and
Organisation Development, in the new structure, she was also responsible for
recruitment and performance management while the Manager Rewards and HR
Operations was managing compensation and benefits and HR administrative
activities such as payroll, taxes, employee loans and medical insurance. She added
that the third manager with multiple responsibilities, Manager Employee Relations
was responsible for the HR practices of employee engagement, resourcing and
employee relations. The remaining two HR managers provided services in the areas
of Group HR systems and learning and development.
Additionally, the HR Head highlighted that below the five HR managers who
directly reported to him, were five HR employees (junior HR managers) who
assisted the HR managers in their work.
Moreover, the Manager Talent and
Development stated that the younger employees in the HR function were generally
231
performing purely administrative work but since they were inexperienced, he and the
other HR managers were responsible to monitor them. This meant that a lot of their
time was spent on either advising on administrative work, or in certain cases,
performing it as well.
This he stated impeded their efforts to provide better
standards in service delivery to line managers who frequently contacted senior HR

personnel for advice.
Moreover, the interview with the HR Head at TRANSCO BANK revealed that the
total strength of HR employees was 12. He indicated that three HR managers
directly reported to him, of whom one was responsible for multiple activities and the
other two were managing one specific activity each. The specific activities were
compensation and rewards and training and development while the multiple
activities were nested under the Recruitment and Talent Head who was responsible
for three core HR activities - performance management, employee relations and HR
compliance and administration. Four employees reported to the Recruitment and
Talent Head while the remaining four aided the other two HR managers in their
work. According to the Recruitment and Talent Head, the employees reporting to
him were mostly performing administrative work and he was responsible for
managing their activities as well. This in his view impeded his primary objective of
providing better standards in service delivery.
Thus, despite the intention of the HR function to establish specialist teams that
would provide more specialist input to the line managers, our analysis from the
interviews with various HR managers in the case-study banks revealed that this did
not happen to a significant extent. We suggest that this is because of the underlying
reasons which necessitated the creation of the specialist teams.
These reasons
included the inadequate skill-set of HR employees, the nature of their work

(administrative), the few numbers of HR employees (in the small-sized banks) and
the need to meet budgetary constraints in one case-study bank VINTAGE BANK.
As a consequence, the individuals heading the specialist clusters were not only
providing the expert advice and policy decisions, they were equally involved in the
implementation of these decisions which did not enable the creation of extra time for
them to focus on enhancing the quality of service delivery and to undertake
meaningful strategic initiatives.
232
In the case of nature of work, some employees who were reporting to certain cluster
heads performed administrative work only and they were monitored by the cluster
heads. This divided their attention and as a result, less time was left for providing
service delivery to line managers. In the case of dearth of skilled HR employees, the
HR employees placed in the clusters were unable to develop into specialists who
could align with line managers to provide better service delivery. As a consequence
line managers continued to directly communicate with the specialist HR personnel in
the Corporate HR team to resolve issues in service delivery.
Resultantly, the
Corporate HR team appeared to be largely unable to achieve the aim of gaining more
time for investing in strategic level issues which was stated to be the intent behind
creating the specialist clusters.
The other technique used for specialisation, emerging from our analysis of the casestudy banks was segmentation. Segmentation refers to assigning the delivery of HR
services to different divisions or segments within the HR function. According to
Som (2012), the concept includes decentralisation of formal structures, reducing
hierarchy in organisations, delegation, and specialization. An analysis of data
revealed that this practice prevailed in two banks CLASSIC BANK and MODERN
BANK where segmentation of core HR practices was undertaken on a regional basis.
According to an HR manager interviewed in CLASSIC BANK and triangulation
with bank documents, the HR Head and most other divisions such as Organisational
Development and Recruitment, Financial Services and HR Strategy were located in
the central region whereas compensation and benefits and training and development
were based in the southern region. Similarly, according to the HR Head interviewed
in MODERN BANK, major HR services were divided on a regional basis; the HR
Head with the additional portfolio of Head Quality Assurance was in-charge of the
HR Relationship Management, employee communications and Batch and
Managerial Recruitment practices (recently introduced) and he was located in the
north region. On a similar pattern, the General Manager South was responsible for
employee benefits and performance management centrally, and for recruitment and
selection, HR operations, MIS and disciplinary action for the south region only.
233
As in the case of the clustering technique above, our analysis in the case of
segmentation also suggests that the core HR activities were segmented on a regional
basis for some underlying reasons which were not necessarily aligned with the stated
intent of the Corporate HR team to enhance the HR functions capacity to provide
specialist support or advice to line managers. The responses from the interviews of
HR and senior managers in these two banks indicated that segmentation was
undertaken to enable in the quick delivery of services in the large sized bank
(CLASSIC BANK) and in MODERN BANK which was expanding its branch
network, segmentation aimed at increasing operational efficiency with an embedded
reason monitoring of service delivery.
According to the senior managers
interviewed at MODERN BANK, at some level, the segmentation of HR practices

on a regional basis addressed the issue of prompt service delivery and it achieved the
aim of specialisation as well. This was evident in the delegation of decision making
related to service delivery in the HR practices that were segmented to the General
Manager South. However, according to the HR Head in both these banks, despite
segmentation of HR activities between regions there was little relief for them in
terms of monitoring the administrative work which took a sizeable portion of their
total time. This they said resulted in very little improvement in the availability of
time to completely focus on matters of strategic interest for the bank.
Summary
In summary, it appeared that the Corporate HR team was introduced with the intent
to enhance the strategic contribution of the HR function through the involvement of
senior HR managers, in policy formulation and execution. This was evident in some
case-study banks through the establishment of a Corporate HR team and in others
through the expansion of the team.
However, equally evident was the intent to
adopt a structure which would help maintain control and standards in the delivery of
HR services in the large sized banks VINTAGE BANK and CLASSIC BANK,
where the sheer size of operations necessitated the inclusion of a Corporate HR
layer. Also, to ensure consistency in the services provided, there appeared a need to
establish the Corporate HR team in these two as well as TRADITIONAL BANK and
MODERN BANK. In this case, the Corporate HR teams were tasked to provide
direction and guidance to the HR employees who were either fresh hired or less
skilled in HR work.
234
Further, evidence examined indicated that while the Corporate HR team appeared to
provide a platform for strategic contribution, it did not seem to significantly
influence the HR function in a manner for it to adopt a strategic role, primarily due
to the limited input of the Corporate HR team in the strategy formulation aspect.
This was a result of the underlying reasons highlighted in the preceding paragraph,
for establishing the team. GLOBAL BANK was an exception because of the three
legged structure where business partners performed in a strategic role.
Further, our analysis highlighted the adoption of the clustering and segmentation
techniques for attaining specialisation in the HR function with the intent to improve
the quality of service delivery and to enhance the input of area experts in the policy
matters related to their area of expertise. The technique of clustering was adopted in
five case-study banks, segmentation was adopted in two case-study banks and in one
bank (GLOBAL BANK) the three legged stool model with a Centre of Expertise was
adopted. Specialisation in the five case-study banks was different from the activities
performed by the Centre of Expertise in GLOBAL BANK in that the specialist
clusters were responsible for the implementation aspect of the HR practice as well
due to the absence of a separate Centre for Shared Services. Additionally we found
that the degree of specialisation attained varied between the case-study banks
according to the number of employees available and was greatly affected by the
involvement of specialists in monitoring and guiding the young and inexperienced
and the experienced but low skilled employees in the HR function.
As a
consequence specialisation was largely unable to create time for the specialists to
involve themselves in strategic work and in fact line managers even approached
members of the Corporate HR team for issues they were facing in service delivery
which impeded the teams efforts to provide greater strategic input.
7.2. The role of the Relationship Managers

In this section we explore the position of Relationship Managers in the case-study
banks to assess whether and if the role they were performing was strategic in nature
and added value in the banks.
Ulrich et al., (2008), highlight that some HR
professionals work in organisation units defined by geography, product line, or

functions like research and development or engineering. They refer to these HR
235
professionals as embedded HR and state that they go by many other titles like
relationship managers, HR business partners, or HR generalists.
Our analysis below highlights that while some HR personnel (referred to as

Relationship Managers henceforth) were associated with different regions / areas and
business units in the case-study banks, they were not performing the activities
defined in literature for relationship managers. These activities include clarifying
strategy, performing organisational audits, managing talent and organisation and
delivering supportive HR strategies in consultation and direct relationship with line
managers. The definition of Relationship Managers (RM) was extracted from the
interviews of the HR Head in the five case-study banks where this position existed
and principally it remained similar across the banks examined. GLOBAL BANK
appeared to be a slight exception where apart from greater involvement and close
interaction of RMs with the line managers to provide better service delivery, they
aided the business partners in aligning with the business needs.
Interviews with HR managers in the eight case-study banks revealed that only
GLOBAL BANK had positions of both Relationship Managers and business
partners. In the remaining banks (all four domestic banks), only the position of
Relationship Managers who were aligned by region, business unit or both, was
introduced (see table 7.3). While the intent was to develop them as future business
partners, as discussed below, it appeared that the Relationship Managers had yet to
perform activities similar to those of business partners, as prescribed in literature. In
the case of the three small-sized banks WESTERN BANK, ANGLO BANK and
TRANSCO BANK, there are no Relationship Managers because the HR Heads
themselves partnered with line managers owing to the small size of the HR function
which mostly consisted of professionally qualified but inexperienced young
employees.
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Table 7.3 Relationship Managers in the five case-study banks

Banks
Aligned
VINTAGE
CLASSIC
TRADITIONAL
MODERN
GLOBAL
BANK
BANK
BANK
BANK
BANK
by
Region
Aligned
by
Business
Aligned
by
Business
and
Region
Evidence examined from the interviews of HR and Relationship Managers and

triangulated with bank documents indicated that Relationship Managers were aligned
by geographical regions in one foreign bank and one domestic bank (GLOBAL
BANK and CLASSIC BANK), by business groups in TRADITIONAL BANK and
by both in the remaining two domestic banks (VINTAGE BANK and MODERN
BANK).
Further, evidence corroborated from interviews with Relationship
Managers in the case-study banks indicated that where they were aligned by regions
(North, South and Central), there was a dual reporting relationship with the HR and
Regional Business Head.
The only case-study bank in our sample where the Relationship Manager was
aligned by business group was TRADITIONAL BANK. In this case, the position of
the Group Head ABC division was identified as that of a Relationship Manager. The
workforce in this business group was the highest compared to the other business
groups in the bank and the Relationship Manager interviewed stated that he was
responsible for better coordination and communication between the HR function and
the business group and he was also to provide a quicker resolution to issues of
employees in this unit. According to him, he neither provided strategic input to the
business unit nor had the authority for decision making; he was primarily responsible
for enhancing the operational efficiency of the business group with little, if any, role
in the strategic policies or matters of the unit. The comment of this Relationship
237
Manager below highlights his role, which largely appears to be in the capacity of
providing operational support.
Prior to my appointment in this capacity there was a long standing issue in the ABC
division of upgrading some employees. The business unit was communicating with
multiple employees in the HR function [some of whom were not relevant to the
issue] which caused inordinate delay in the work. However, once I was attached
with the unit, the problem was resolved with considerable ease and speed.
(TRADHR2)
Additionally, according to the bank documents examined and the interviews of

Relationship Managers in banks VINTAGE BANK and MODERN BANK, their
position was aligned both by region and business groups. In the case of VINTAGE
BANK, 12 positions of RMs were attached with regions (North, South and Central)
while three were associated with different business groups that included RM-HR for
Corporate Banking, RM-HR for Consumer Banking and RM-HR International
Banking. According to the RMs, they were attached with area managers who are
responsible for the operations of 15 to 25 branches each, and are assisted by one HR
coordinator. Based on the interview with the HR Head in MODERN BANK, we
state that there were a total of 15 Relationship Managers who were mostly positioned
on regional basis with the exception of one RM who was attached with four business
units - Corporate, Commercial, Consumer and Priority Banking.
In both these banks, the Relationship Managers aligned by region had a dual
reporting relationship with the HR Head and the Regional / Area Head while those
aligned by business groups reported to the relevant Group / Business Head in
addition to the HR Head. Thus, the analysis above indicates that predominantly the
RMs were positioned on regional basis which suggests that the main purpose for
establishing these positions was to improve the operational efficiency of the HR
function by providing speedy delivery of HR services. Further, the data examined
provides evidence that very few RMs were attached with the business units and in
one case-study bank (MODERN BANK), the only RM aligned with business units
was responsible for four key business units which may have limited the strategic
input he could provide. Based on this analysis, we suggest that the strategic input by
the HR function did not improve to a significant extent in both the case-study banks.
238
Additionally the HR Head at MODERN BANK also expressed his apprehension that
the Relationship Manager who was attached to a business unit appeared to give
greater priority to the perspective of the business unit rather than to the issues faced
by the HR function in meeting the requirements of the business unit. His comment
below highlights this concern.
We spend a lot of time chasing our Relationship Manager.
He has stopped
updating himself on changes taking place at corporate HR. The HR people feel that
whenever there is a discussion between the business unit heads and corporate HR on
issues regarding resources and compliance we do not get support from our
Relationship Manager. (MODHR1)
Moreover, evidence provided from data the examined revealed that in two case-study
banks, CLASSIC BANK and GLOBAL BANK, the Relationship Managers were
aligned on regional basis.
However there was a distinction in the role they
performed in both the banks. Interviews of line managers and the HR Head in
CLASSIC BANK revealed that similar to the three banks discussed above, the
Relationship Managers were primarily facilitating the routine operational work in the
branches (within the areas) assigned and the strategic input (to whatever extent) was
provided by the Corporate HR team. The comment of an HR manager at CLASSIC
BANK who was a member of the Corporate HR team illustrates this position.
Presently our Relationship Managers are only involved in operational work but we
are planning to equip them with the skills through which they can contribute in
strategic terms as well. So far all the strategic input is provided by the Corporate
HR team. (CLASHR2)
Further, an examination of the data obtained from GLOBAL BANK revealed that
this was the only bank where it appeared that the Relationship Managers were being
developed as future business partners. This is because the HR Head interviewed
stated that the Relationship Managers were getting sort of an on-the-job training to
equip them with the skills and business acumen necessary for performing in a
strategic capacity. Also, the line managers interviewed stated that they had regular
and close interaction with the Relationship Managers for the provision of operational
support in the delivery of HR services. Significant in this context is the fact that the
greater involvement and close interaction of RMs with the line managers in
239
GLOBAL BANK aided the business partners to engage themselves in strategic

activities. The comment of a Relationship Manager at GLOBAL BANK highlights
how their role facilitated the work of the business partners.
As a Relationship Manager my primary task is to address the real business
problems that need an HR intervention. I ensure that the right HR resources are
available to meet the current business needs related to service delivery in the regions
with which I am attached. As such I am shouldering the responsibilities of the HR
business partner in some ways. Our [RMs] role is to create as much opportunity and
time as is possible for the business partners to completely engage in strategic level
issues. (GLOHR4)
According to an HR business partner and the senior managers interviewed at

GLOBAL BANK, the role of the business partner was primarily to associate
themselves with the business division they were attached with and to provide input at
the strategy formulation forums of the division.
Evidence emerging from the
interviews highlighted that the business partner was responsible for aligning the HR
strategy adopted by his particular division, with the evolving business strategy and
requirements of the division. In doing so, he was responsible for commissioning the
services of the Centre of Expertise and the Centre of Shared Services. The senior
managers interviewed stated that the business partners were providing them strategic
input but they needed to develop their business acumen further, to provide more
valuable input. In their view, the business partner was not just the strategic arm of
the HR function but was also the most critical link with the HR function and they
assessed the functions performance based on that of the business partner. The
following comment of an HR business partner at GLOBAL BANK highlights his
role at the bank and provides an insight into the working relationship with the
associated business division.
I am not just responsible for commissioning the services of the HR function, for the
division but I have a broader role which includes involvement in strategy matters,
providing related HR strategies and managing the talent needs of the division. In
Pakistan, or at least the banking sector, the business partner is a fairly new concept
so I cant say that we have reached the optimal level or are at a very developed stage
in this role, but we have surely made a difference by contributing the customized
HR strategies for our related business divisions. (GLOHR3)
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In addition, our analysis based on data collected revealed that the structure of the HR
function at GLOBAL BANK was quite similar to the widely cited three legged
model prescribed by Ulrich (1997), to that discussed in theoretical literature like
Reilly and Williams (2006) and to that proposed in practitioner literature like CIPD
(2007). The line managers interviewed in GLOBAL BANK appeared to appreciate
the quality, standard and speed of delivery of HR services which were dispensed
through the Centre for Shared Services. However, at the same time, they seemed
apprehensive of the inadequate business skills of the business partners and stated that
after the new HR structure was implemented, there were added costs and
coordination issues, especially between the Centres of Service Delivery and
Expertise. This they stated created issues for them and delayed their work.
Similar apprehensions were shared by the HR Heads of the other seven case-study
banks interviewed when they were asked for their opinion on whether they wanted to
adopt / adapt the three legged model. While they mostly agreed that the adoption of
such a model would enhance the profile of the HR function and could provide them a
greater role in the strategic matters, they expressed reluctance in implementing the
structure in its entirety due to the following issues. In the three small-sized banks
WESTERN BANK, ANGLO BANK and TRANSCO BANK, the HR Head
interviewed stated that the small scale of operations of the bank made the three
legged structure of the HR function infeasible due to the high initial costs of
implementing it.
The HR Heads interviewed in four domestic case-study banks expressed that they
were not in a position to implement the tripod structure in its entirety, but they had
developed one segment similar to the Centre of Expertise. This facilitated the
development of specialists who were responsible for designing and implementing
specialist HR practices like compensation and benefits and performance
management for instance. Further, there was an inclination to develop business
partners for which the induction of the Relationship Managers was cited as an
example. However, the line managers interviewed in these banks stated that there
was a significant gap in the existing and the required skill-set of the Relationship
Managers if they were to perform in the capacity of business partners. The HR
managers interviewed in the four case-study banks appeared to acknowledge the
241
importance and utility of a Centre for Shared Services, especially in the large sized
banks VINTAGE BANK and CLASSIC BANK, but they highlighted that the
inadequate IT infrastructure was one of the major hurdles in the way. HR Heads in
two domestic banks (CLASSIC BANK, MODERN BANK) also added that even if
the requisite resources were available they would prefer to tailor the model keeping
into consideration the environment of Pakistan. A specific example cited by an HR
manager at CLASSIC BANK related to the need for customisation of the shared
services segment illustrates the reason for this.
In our culture people prefer and feel more comfortable if they can see the person
they are talking to; if they can identify a face with the name. Even though we [HR]
have increased our presence with RMs in different regions, the employees and line
managers still complain of remoteness and lack of personal touch. (CLASHR3)
Summary
To summarise, our analysis above highlighted that little strategic contribution was
made by the HR Relationship Managers in the case-study banks examined. An
exception was the Relationship Managers in GLOBAL BANK who were required to
closely coordinate with the line managers and to provide the input necessary for
managing the operations. Some of the reasons for the less strategic contribution by
RMS in the domestic banks were, firstly, the Relationship Managers were unable to
independently commission the services from the HR function on behalf of the
business unit, unlike the business partners. This is primarily because a dominant
majority of these Relationship Managers were aligned by region and not business
units, so they had little coordination with the business heads. Secondly, the line
managers interviewed in the case-study banks where Relationship Managers existed
(barring GLOBAL BANK) stated that the RMS lacked the required skill-set and
especially business acumen which was necessary to make informed decisions related
to business strategies. Thirdly, the job description of Relationship Managers and
their scope of work was limited to providing operational support which meant that
the role assigned to them did not envision any strategic contribution. Fourthly,
Relationship Managers had a direct reporting relationship with the business /
regional or area Head and only a dotted line relationship with the HR Head. This
appeared to influence their role because line managers utilized their services for
242
operational HR work where they needed help rather than to develop them as business
partners which was the underlying intent of the HR function.
Hence, holistically, the analysis conducted indicated that since the RMs were mostly
occupied with operational work they were unable to provide much strategic input in
the area or business they were associated with. As such, it appeared that in at least
seven of the eight case-study banks examined, this structural change was able to
improve the operational efficiency of the HR function but it was largely unable to
achieve the intent behind the change which was to enhance the strategic capacity of
the function.
Thus, we suggest that at this early stage of induction of the
Relationship Managers, it may not be very appropriate to compare their role with
that of the business partner.
7.3. Centralisation and decentralisation as an approach to structure the

operations of the HR function
In this section we analyse the approach adopted by the case-study banks to structure
the operations of the HR function. This analysis will highlight whether and if the
decision making within the HR function related to the various HR practices /
processes / activities was delegated to HR employees in the newly created positions
of Relationship Managers and business partners for example, or it was retained with
the Corporate HR team and the HR Head.
According to Selden (2010), Ulrich et al., (2008), Drucker (1991) and Lorenz
(1993), in centralised or single function businesses, all HR activities are either
located at Corporate HR or if HR personnel are placed in different locations and
business units, the decision making is centralised at Corporate HR. This approach
towards structuring the operations addresses issues of control, consistency and lack
of experienced / skilled HR Staff (especially when few in number) but it can result in
distancing the HR function from customer needs because of strict adherence to rules
of control and efficiency. Conversely, in decentralisation some decision making is
devolved to HR employees / partners operating with business units or by location as
closer proximity with line managers can facilitate initiatives to improve customer
responsiveness, aid in quicker decision making and allow for maximum agility.
243
However, according to Pascale (1990) decentralisation sometimes results in the

duplication of effort and results in higher costs.
Triangulation of bank documents with interview data from HR managers in the casestudy banks highlighted that a hybrid approach (combination of both centralisation
and decentralisation) was adopted to enable at least three banks examined, to
integrate the competitive features of customer focus, flexibility and economies of
scale. A comparison across the case-study banks revealed that the HR function was
centralised in five banks while the remaining three adopted a hybrid approach of
centralisation with some decentralisation. Of the five centralised case-study banks,
three were small-sized banks (WESTERN BANK, ANGLO BANK and TRANSCO
BANK) while the two remaining were large or medium sized domestic banks
(VINTAGE BANK and TRADITIONAL BANK). The three remaining banks that
adopted a hybrid approach included one large bank, CLASSIC BANK and two
medium sized banks, MODERN BANK and GLOBAL BANK.
In the three small sized banks WESTERN BANK, ANGLO BANK, and TRANSCO
BANK, all support to the HR employees and line and senior management was
provided from the Corporate HR located at the respective Head Offices of these
case-study banks. According to the senior and HR managers interviewed in these
three banks, while decentralisation offered the advantages of quicker decisions /
solutions and development of competencies of middle managers, the small branch
network, small scale of operations and small size of the HR workforce rendered this
option infeasible. Further, they stated that decentralisation was not required (at the
time of interviews) as it would add more to the cost of delivery of HR services due to
the duplication of HR activities in multiple locations and had less to offer in terms of
benefits such as achieving economies of scale. Also they appeared to already be
benefitting from the quick decision making which decentralisation had to offer in the
existing centralised operations. This was due to the fact that the executive and senior
managers were located in close proximity with the HR function (at the Head Office)
which enabled frequent interaction with them and reduced the delay in decision
making that is characteristic of a centralised HR function.
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Further, our analysis based on evidence from the interviews of HR managers in one
medium and one large sized domestic bank (TRADITIONAL BANK and VINTAGE
BANK) indicated that the HR activities were centralised primarily for the purpose of
achieving the benefits of control, consistency and better quality in service delivery.
More specifically, according to the HR Head interviewed at VINTAGE BANK, the
HR operations were centralised and all policy matters were decided at Corporate HR
in order to establish greater control across a wide branch network. For example, the
initiation and approval for senior level hiring was made by the resourcing unit
located at Corporate HR while for junior level positions preliminary processing was
conducted at the regional level by Relationship Manager HR but the final round of
interviews and approval was again managed centrally at the Resource unit. The
comment below of an HR manager at VINTAGE BANK provides credence to the
statement by the HR Head.
We are centralised at this stage because we feel that the IT infrastructure is pretty
weak and to control and ensure consistency in the implementation of HR practices,
especially in critical areas like recruitment and compensation. At present the HR
function wants to continue operating in this way and there are no other options
under consideration. (VINHR2)
Additionally, in the case of the medium sized case-study bank with centralised HR
operations, senior managers interviewed stated that all HR activities were previously
centralised to contain costs. However, with the growth in the sector, expansion in
the branch network of TRADITIONAL BANK and higher profitability of this bank,
the emphasis appeared to shift towards the provision of improved quality in service
delivery (reduced transaction time and quicker support to employees). We suggest
that this indicates that centralisation of HR operations in this bank was intended for
achieving greater consistency in the delivery of HR services. Further, according to
the HR Head interviewed at this bank, the scarcity of experienced and skilled HR
employees also presented a challenge which necessitated that the HR activities and
decision making be kept centralised for the time being.
Moreover, an analysis of the data collected revealed that the hybrid approach of
centralisation and decentralisation was evident in two domestic banks (CLASSIC
BANK and MODERN BANK) and one foreign bank (GLOBAL BANK). Based on
245
the interviews with the HR managers in both domestic case-study banks, it appeared
that the approach of centralisation of some HR activities was followed for two interlinked reasons that included the lack of an adequate skill-set of the HR employees
and an emphasis on improved quality in service delivery. HR managers interviewed
in both the banks believed that presently (at the time of interviews), most of the HR
employees had an inadequate skill-set to perform independently; some employees
had a relevant professional qualification but were fresh and inexperienced while
others were mostly had years of experience but had a non-HR background. Further,
the HR Heads added that since the banks were focusing on improved service
delivery which required expertise, consistency and quality, there was a need to
centralise those operations in which the inadequate skill-set of HR employees could
hinder this objective. However, both HR Heads expressed that decentralisation was
an option in these areas as well when the skill-set of the HR employees would
enhance.
Further, triangulation of interview data from HR managers and bank documents in

both these case-study banks (CLASSIC BANK and MODERN BANK) revealed the
presence of decentralisation in certain core HR practices (in the form of
regionalization) between two regions. Evidence examined indicated that mostly
policy decisions related to activities that were bifurcated between the regions took
place in the related regional areas and not at Corporate HR.
In the case of
CLASSIC BANK, decentralisation was evident in two HR practices. The first was
the practice of training and development that was located in the South Region for the
purpose of proximity with the banks own training academies and other external
training institutions that were located there.
According to an HR manager
interviewed, the banks own training facilities were located in the South Region
where its Head Office was earlier located but with its privatization and change in
ownership, the Head Office was shifted to the North Region. However, relocation of
the training infrastructure and facilities was not considered feasible due to financial
and operational reasons.
The second example relates to the practice of compensation and benefits practice
which was also based in the South Region earlier. The reason shared by the HR
managers interviewed for decentralisation of this practice was that the Head Offices
246
of almost all banks in Pakistan were located in the south of the country so it was
easier for the bank to obtain accurate market information if the relevant HR manager
was located there as well. Another underlying reason stated by HR and senior
managers interviewed at CLASSIC BANK was the personal issues of the related HR
manager which made it difficult for him to relocate. The HR Head stated that he and
the management did not want to lose this employee because he offered a good blend
of market knowledge, international exposure to the best practices in compensation
and benefits and experience in designing compensation strategies for organisations in
developing countries that were operating in sectors that had undergone privatization.
Similar to CLASSIC BANK, in MODERN BANK as well, there was evidence that a
hybrid approach of centralisation and decentralisation was employed with some core
HR practices bifurcated between the north and south regions.
The practices /
activities of recruitment and selection, policy and planning and relationship

management were managed by specialists in the northern region while performance
management, employee relations and disciplinary issues were decentralised in the
southern region that was headed by a senior HR manager. According to the HR
Head interviewed, some HR practices / activities were decentralised for greater HR
presence in the southern region as one third of the total branches of the bank were
located there. However, the activities which pertained to policy matters and strategic
planning were located in the north region where the head quarter of the bank and the
HR function were situated. Thus evidence presented leads us to suggest that in this
case-study bank, the approach of decentralisation was adopted for speedy
dispensation of HR services rather than infrastructural issues (such as training
academies in the south in CLASSIC BANK) and to address the issue of inadequate
skill-set of HR employees as in the case of CLASSIC BANK above.
In the third case-study bank (GLOBAL BANK), where a hybrid approach was
adopted, evidence examined indicated that the approach of centralisation was evident
in the establishment of the Centres of Shared Service and Expertise. Additionally,
the approach of decentralisation was evident in the creation of positions of business
partners who were attached with three units (Consumer Banking, Wholesale Banking
and Global Technical Operations). According the a business partner interviewed at
GLOBAL BANK, they had the authority to commission services from both the
247
centres on the request and need of the business units they were attached with and
they were also involved in the strategy development and decisions of these business
units.
Moreover, the HR manager interviewed at GLOBAL BANK stated that the HR

function was able to achieve the dual objectives of attaining cost efficiency and
providing strategic contribution through the shared services centre and the business
partners, respectively. They were also of the opinion that the introduction of the
Centre for Shared Services had provided greater consistency in the implementation
of the HR practices. However, the line managers interviewed at GLOBAL BANK
appeared to be apprehensive regarding the reduced human contract of the HR
function as the HR specialists had to some extent become less accessible to them.
This is an inherent short coming of the three legged structure according to the
literature examined in chapter 2. Further, the line managers also stated that the
segmentation of HR activities between the Centres of Shared Services and Expertise
had occasionally resulted in the gap in service provision which Reilly and Williams
(2006) highlight as the polo problem.
According to them, there is at least an
occasional tendency of lack of ownership in certain matters which fall in the grey
area where there is no clear demarcation between shared services and specialist
centres.
Summary
To summarise, evidence presented in this section revealed that five case-study banks
adopted a centralisation approach to structuring their HR function while three casestudy banks adopted a hybrid approach which is characteristic of centralisation of
some HR practices / process and decentralisation of others. In the three small sized
banks (WESTERN BANK, ANGLO BANK and TRANSCO BANK) the approach
of centralisation of HR processes / practices appeared to have been undertaken
because of the small size of operations, branch network and HR workforce made it
infeasible both financially and administratively to decentralise operations. Further,
the benefit of quick decision in decentralisation was already present in these banks
even though they had centralised operations because of close proximity of the HR
function and the HR Head with the CEO, senior and line managers. In the large
(VINTAGE BANK) and medium (TRADITIONAL BANK) sized banks the
248
approach of centralisation provided control, consistency and quality in the delivery

of HR services and appeared to be a requirement due to the inadequate skill-set of
HR employees and the inadequate IT infrastructure.
Furthermore, in three case-study banks (CLASSIC BANK, MODERN BANK and

GLOBAL BANK) a hybrid approach of centralisation and decentralisation was
followed and where HR practices and processes were decentralised, the delegation of
decision making was also transferred. In the two domestic banks the reason to
decentralise some HR practices and procedures was to locate them closer to the enduser for example in MODERN BANK employee relations was decentralised in the
south region because most of the banks branches and hence a large percentage of
the employees were located there.
Other reasons included the non-viability of
shifting the related infrastructure (training academies in CLASSIC BANK) to

another region after privatization and relocation of the head office to the north region
and the optimum utilization of the specialists who were located across the regions
(for example compensation in CLASSIC BANK and MODERN BANK).
In
GLOBAL BANK, the three legged stool structure facilitated decentralisation through
the induction of business partners who were generalists and provided support to the
business units they were associated with.
They commissioned the Centre of
Expertise and Shared Services for acquiring their services and participated in
strategy development and alignment of HR practices to suit the business strategy.
Centralisation in this case was evident in the Centres of Shared Services and
Expertise that provided consistency and standardization in the HR practices and
procedures that were implemented across the business units. However, the line
managers interviewed highlighted issues of gaps in service delivery due to
communication issues between the Centre of Shared Services and the Centre of
Expertise and the emergence of distance between the HR function and the employees
due to lack of accessibility of the specialists in these centres.
7.4. HR staff to employee ratio

In this section we analyse the HR staff to employee ratio to explore if this had any
influence on the way the HR function and its operations were structured. The reason
for exploring this aspect is underpinned in theoretical literature which indicates this
ratio is considered by organisations while structuring the HR function because it is
249
an indicator used to assess the HR functions effectiveness which impacts

organisational performance (Armstrong, 2009). Further, Reilly and Williams (2006)
suggest that benchmark ratios (ideal ratios) ignore the issues of size, sector and
operating model of the organisation and centralisation and decentralisation of
operations, despite their affect on the size and structure of the HR function.
Our analysis based on the data provided by the case-study banks revealed that a
variation of between 1:78 at the lower end and 1:125 at the upper end existed in six
case-study banks (see table 7.1). The ratio of 1:78 for instance, indicates that one
HR employee was responsible for 78 employees in the bank. The two exceptions
which emerged from our data were TRADITIONAL BANK with a ratio of 1:150
and WESTERN BANK with a ratio is 1:49.
In the case of the first exception (TRADITIONAL BANK), the HR managers

interviewed highlighted that currently the HR function with its 40 employees catered
for the entire workforce of the bank which was around 6000 employees. They stated
that this was a very high ratio in their view and the reason cited was the
disproportionate increase in the number of HR employees reference to the increase in
the overall workforce. According to the HR manager responsible for performance
management at the bank, the operations, branch network and hence the workforce of
the bank continuously expanded between 2004 and 2009 but the increase in the HR
functions strength was from 15 to 40 employees only. In their opinion this meant
that most HR employees had to be involved in the administrative work pertaining to
6000 employees which was very time consuming. Additionally, we suggest based
on the interview with the HR Head at TRADITIONAL BANK that the decision
making was kept centralised because of the lack of sufficient manpower to
decentralise HR operations on a regional basis. This conforms to our analysis in
section 7.2., which revealed that in this bank there was only one Relationship
Manager who was associated with one business unit only. Further, the HR Head
added that it was difficult to maintain this ratio in the future without compromising
the quality of service delivery. Also, the strategic input the HR function intended to
provide to the line managers would not be possible. His comment below reflects
these views.
250
We still feel that even with the increase, the present strength of the HR function [40
employees] is insufficient to maintain standards and quality in the delivery of HR
services and to address employee concerns. So we intend to increase the strength of
the HR function in the future; this is quite a high ratio for a bank of our size.
(TRADHR1)
The other exception was case-study bank WESTERN BANK which had a ratio of
1:49 with a total strength of 10 HR employees for the entire workforce of 490
employees. The HR managers interviewed in this case-study bank highlighted that
only 10 employees in the HR function meant that all HR polices, their
implementation, associated administrative work, involvement in strategic input and
any other HR activities had to be managed by them. In their view this was in real
terms an impossible task and thus there was a requirement to hire more employees in
the HR function for it to perform the multiple roles expected of it from the top
management, line managers and employees. This perspective provides credence to
the position adopted by Reilly and Williams (2006) because the ratio appeared to
indicate that the number HR employees were sufficient to cater for the total
workforce but in actual, they were believed (by the HR managers) to be insufficient
to manage the vast array of HR Activities. Further, the HR Head interviewed at
WESTERN BANK stated that decision making pertaining to strategic and
operational issues both, was largely centralised as one, there was no need for
decentralisation at that time and two, the few HR staff did not permit such
structuring. Based on the evidence highlighted from the data analysed, we suggest
that this could be a reason for the lack of a Corporate HR team in this small sized
and similar case-study banks (ANGLO BANK and TRANSCO BANK) examined.
Additionally, the lack of business partners and Relationship Managers in these banks
may also be related to the small size of the HR employees in these banks. The
comment of the HR Head WESTERN BANK below highlights the implications of a
small HR workforce at the bank.
We are a small bank at the moment but growing steadily. Ill give you two reasons
why we [HR function] believe our strength is insufficient. A critical mass of
employees is always required in any department to perform its core and essential
activities and when one enters a new market [like bank WESTERN BANK],
systems also need to be developed. If you keep these factors in mind I think that we
251
are a little short on head count at the moment because of which my staff sometimes
feels that it is being pulled in too many directions. But, I am not apprehensive
because as the bank grows steadily, the ratio will automatically improve.
(WESTHR1)
Further, evidence examined in the remaining four case-study banks (VINTAGE

BANK, CLASSIC BANK, MODERN BANK and GLOBAL BANK) revealed that
there was a variation of approximately 30 percent in the HR staff to employee ratios
of these banks with VINTAGE BANK having a ratio of 1:78, CLASSIC BANK
1:85, MODERN BANK 1:99 and GLOBAL BANK 1:114 (see table 7.1). The
highest number of HR employees 180 and 110 emerged in the two large sized casestudy banks VINTAGE BANK and CLASSIC BANK; our analysis indicates that the
strength of the HR employees in CLASSIC BANK appeared to have facilitated the
creation of positions of Relationship Managers at the bank and also aided in the
function adopting an approach of decentralizing some of its processes / practices on
regional basis. On the contrary, this did not appear to be the case at VINTAGE
BANK where despite the highest strength in the HR function (180 employees)
relative to the other case-study banks examined, the operations remained largely
centralised and little specialization was achieved in the structure of the HR function.
However, similar to CLASSIC BANK, Relationship Managers associated both with
the region and business units existed in this bank as well.
The HR managers interviewed at VINTAGE BANK stated that the large workforce
of the department / function was quite rational considering the wide branch network
of the bank and the focus of the line managers on efficiency and quality in the
delivery of HR services. Additionally, the HR Head interviewed stated that unless
the IT infrastructure at the bank and the skill-set of the HR employees improved,
there was no possibility of structuring the operations of the HR function on the lines
of decentralisation. Hence, we suggest that in this case, it was not the HR staff to
employee ratio or size of the HR function which appeared to direct the actions of the
HR Head that were related to the structuring of the operations of the HR function but
it was probably the skill-set of HR employees and the inadequate IT infrastructure.
252
Additionally, the HR Head interviewed at CLASSIC BANK highlighted that post

privatization, the new employees hired for the HR function were relatively better
equipped than the incumbents to manage the HR operations because they had
professional degrees and some had worked in the HR function of other organisations
/ banks abroad. He added that this new induction made it possible to club some HR
activities / practices under specialists. Also the newly created units of strategy and
OD in the HR function were a consequence of this hiring. Related to the number of
employees in the function, he stated that if the number were reduced issues
pertaining to quality and efficiency of services delivered would emerge which would
affect the performance of the HR function. In addition, he mentioned that the sheer
size of the banks workforce mandated that a large size of the HR function be
maintained so that apart from the dispensation of administrative work, some HR
employees could be freed up and developed for performing more value added
(strategic) activities. The comment below from an HR manager at CLASSIC BANK
also highlights the need for maintaining their existing 1:85 HR staff to employee
ratio.
A smaller workforce at the expense of quality in service delivery can negatively
reflect on our [HR function] performance. The prime concern of line managers at
the moment is provision of quality HR Services for which we are developing
specialists. Also we hope to prove strategic input to the line managers for which we
are developing Relationship Managers. So, right now we are not too concerned
about the ratio or the size of the function, our performance has improved so I believe
it is worth it. (CLASHR3)
Moreover, in the remaining two case-study banks MODERN BANK and GLOBAL
BANK, the HR managers interviewed appeared to be satisfied with their existing HR
staff to employee ratio but did express the need to enhance the strength of the HR
function with the expansion of the bank in at least MODERN BANK. The HR Head
interviewed at GLOBAL BANK stated that while managing 114 employees per HR
manager appeared to be quite high a ratio, the function was structured in a manner
where they could manage this work. He highlighted the role of an effective IT
infrastructure and an adequate skill-set of HR employees as the two factors which
influence the structure of the HR function more than the ratio per se. In his opinion
even if he had double the HR staff but with insufficient specialist expertise / skills to
253
perform independently it would not have been possible to structure the HR function
with a specialist Centre and to manage the HR function with decentralised
operations. Hence it appears that the HR staff to employee ratio alone cannot
facilitate or impede the structuring of the HR function.
However, the HR Head interviewed at MODERN BANK appeared to adopt the view
that the number of employees in the HR function and their expertise and skills in the
HR area were critical in decisions pertaining to the structure to choose for the HR
function. In his view, the HR function at MODERN BANK was only able to
decentralise its operations after they (HR function) had grown to a size where it was
feasible to locate a sizeable number of employees in different locations according to
the branch network / operations of the bank. Additionally, he also stated that apart
from the critical numbers, it was important to assess the skills possessed by these
individuals while deciding on the structure of the HR function and its operations.
Summary
To summarise, an examination of the data related to the HR staff to employee ratio
in the case-study banks studied revealed that there appeared to be at least some
influence of the ratio and the total strength of the HR employees on the structural
changes made in the HR function.
Additionally, our analysis revealed that apart
from the exceptions of TRADITIONAL BANK and WESTERN BANK, the ratio
varied in a zone of 0-30 percent in the remaining case-study banks.
In
TRADITIONAL BANK, the disproportionate increase in the total number of

employees relative to the HR employees due to the growth and expansion in
operations resulted in the highest ratio across the banks 1:150 due to which the
operations of the HR function were kept centralised. In WESTERN BANK, the ratio
was the lowest with 1:49 and although it appeared to be fine enough, the fact that
there were only 10 HR employees (small size) to manage a vast array of HR
activities that included strategy formulation, HR administration, implementation and
design of HR practices etc., made it difficult to create specialist Centres and to
decentralise decision making. This is evident in our data which highlights the
absence of a Corporate HR team, business partners and Relationship Managers in
this bank.
An almost similar situation existed in the other small sized banks
ANGLO BANK and TRANSCO BANK as well. Hence, it appeared that there was
254
at this stage in their operations (small size) there was neither a need nor the
opportunity due to few HR employees for the three banks to structure the HR
function and its operations in a different way.
Moreover, evidence presented indicated that in the case-study banks VINTAGE

BANK, CLASSIC BANK, MODERN BANK and GLOBAL BANK there was a
variation of about 30 percent in the HR staff to employee ratio. In both VINTAGE
BANK and CLASSIC BANK, in absolute terms the HR staff appeared to be
significantly higher than that in the other banks investigated - 180 employees in
VINTAGE BANK and 110 in CLASSIC BANK. However, reasons cited for the
existing centralised approach at VINTAGE BANK included the lack of an adequate
IT infrastructure and the insufficient skill-set of the HR employees while at
CLASSIC BANK it was felt that the wide branch network and size of the workforce
justified the number of HR employees considering the focus on delivering quality
and standard HR services. Further, our analysis in GLOBAL BANK indicated the
significant role of a good IT Infrastructure in structuring the operations of the HR
function on a three legged structure that provided dual support from generalists and
specialists.
There was however, a conflict in the opinion of HR managers at
GLOBAL BANK and MODERN BANK related to the size of the HR function; at
MODERN BANK, the contention was that without a critical number of HR
employees, no structural changes were possible while at GLOBAL BANK the
consideration was that no matter what the strength of the function, if the IT
infrastructure, skill-set and business acumen were inadequate no strategic gains
could be realized. Hence we suggest that as stated by Reilly and Williams (2006),
the HR staff to employee ratio alone is not sufficient to indicate the influence of this
may have on the structure of the HR function; for this, there is a need to integrate
other factors like size of the organisation, operations, skill-set, business acumen and
IT infrastructure for example.
7.5. Skill-set of HR employees

In this section we examine the skill-set of HR employees based on three dimensions
of education (qualification), HR specific experience within the case-study banks and
HR specific training attended as they appear to be the sources through which skills
can either be obtained or enhanced.. The rationale for exploring the skill-set of HR
255
employees lies both in the literature reviewed in chapter 2 and in the data emerging
from the case-study banks examined.
Research by Inyang (2010), Ulrich and
Brockbank (2005), Ramlall (2006), Ulrich et al., (2008), Caldwell (2008) and
Francis and Keegan (2006) highlight the need for enhancing the skill-set of HR
employees in order to adopt and perform in the emerging roles such as that of a
business partner and HR specialists. Further, from our analysis of data in chapters 5
and 6 and in this chapter as well there emerges a need for and a shortcoming in the
HR employees related to their skill-set.
The perspective of line managers
highlighted in the aforementioned chapters clearly indicates that there exists an

inadequacy in the skill-set and business acumen of HR employees as a consequence
of which the HR function has not been able to dispense a larger strategic role in the
banks investigated. This is despite the stated intent of HR managers (as detailed in
the aforementioned chapters) to contribute more in the case-study banks through
performing a strategic role.
Of significance is also the fact that the evidence
presented earlier in this research indicated that the HR managers themselves

conceded that the inadequate skill-set of HR employees had impeded the intended
dispensation of a strategic role in the case-study banks and in this case limited the
options to structure the HR function.
7.5.1. Educational qualification

We explore the qualification of HR employees based on the level of educational
degree possessed by the individual (graduate, under-graduate, high school or
equivalent) (see table 7.4). Educational qualification is reported by Hoque and Noon
(2001) to influence the types of activity undertaken by the HR specialists. In their
research based on the data from the 1998 Workplace Employee Relations Survey
they found that HR specialists were better qualified and had the capacity to be
involved with strategic planning. Additionally, as early as 1978 Legge proposed that
the HR profession had failed to establish its credibility because of a requisite skill-set
and that when / where the qualification and skills of HR employees were proven,
other managers were more willing to accept the status of the HR function.
256
Table 7.4: Educational qualification of HR employees

Level of
VINTAGE
CLASSIC
TRADITIONAL
MODERN
GLOBAL
WESTERN
ANGLO
TRANSCO
education
BANK
BANK
BANK
BANK
BANK
BANK
BANK
BANK
Graduate
18
25
15
28
16
Under-
110
59
21
37
14
52
26
180
110
40
73
35
10
11
12
graduate
High
school or
equivalent
Total
Note: Graduate is equivalent to a Masters degree and under-graduate reflects a Bachelors

degree.
Source: Bank documents
The data presented in table 7.4 illustrates the level of educational qualification of the
HR employees. This data was extracted from the documents obtained from the HR
function in the case-study banks and the analysis below is formulated on the basis of
interviews conducted with the HR managers in the banks examined. Additionally,
the degrees were obtained by employees from reputed universities both at home and
abroad but they do not necessarily indicate a specialisation in the field of HR.
However, the interviews with the resourcing / recruitment and selection managers in
the case-study banks revealed that most HR employees either had an MBA / BBA
degree or an equivalent degree in MS Finance and MS / MA HRM. In the case of
MS / MA HRM it was highlighted by the HR managers interviewed that the
employees hired on this degree were largely part of the new induction. Our analysis
highlighted that a significant number of employees in the large sized banks that had
been in operation for more than three to four decades possessed a degree equivalent
to high school which is explained by the fact that the qualification criteria for hiring
at that time was not very high. The HR managers interviewed in these banks
revealed that post-privatization the criteria had increased to a Masters degree for
entry level management positions and to a Bachelors degree for employees / officers
below that. Further, they highlighted that the new inductees with an under-graduate
degree had a relevant degree but they either lacked any sort of job experience or
specifically HR related work experience. Additionally, the graduate level degrees
257
included those employees that were hired from foreign banks in Pakistan and abroad
either at the time of privatization or post-privatization.
A relatively dissimilar position emerged in the category of high school and

equivalent qualification in the remaining six case-study banks examined. There
appeared to be few employees in this category which according to the interviews of
HR managers or Heads in these case-study banks was because these banks started
their operations closer to the time when the banking sector was undergoing reforms
and an element of these reforms was related to the hiring of more professionally
qualified employees.
Thus a larger proportion of their employees were either
graduate or undergraduate degree holders with most either qualified as BBA or

Bachelors in Commerce.
Further, we infer from the interviews conducted with the HR Heads in the case-study
banks that the HR function was a blend of seasoned HR professionals and relatively
young but professionally qualified employees. The seasoned professionals were at
times less qualified than the young / new inducted employees who were hired in the
past five to eight years with a degree in Business Administration or HR. According
to the HR Heads, this blend was a consequence of the rapid growth registered by the
banking sector in the past decade which required more hiring, the introduction of
banking reforms which enhanced the educational criteria for hiring and the
development of the HR function in Pakistan which necessitated the hiring of better
qualified employees. Additionally, the evidence examined indicated that the younger
employees were attracted by career opportunities in the HR departments within the
case-study banks and the HR function itself required fresh talent to fill the vacant
positions which increased due to expansion in their banks. Hence, it appears from
the preceding analysis in this section that a large number of the better qualified
employees were mostly fresh inductees who either lacked in any sort of job
experience or HR specific job experience. Additionally, the more experienced HR
employees (not necessarily HR specific experience) were possibly less qualified than
the new inductees. Analysed together, these findings suggest that this could be a
reason for the less than intended strategic contribution of the HR function in the
case-study banks examined and that the gap in relevant qualification and requisite
258
experience may also be contributing to the low profile of the HR function in some
case-study banks examined (see chapter 5).
7.5.2. HR specific experience

As indicated in the section above, qualification alone is not sufficient in determining
the skill-set of the HR employees in the case-study banks. Thus, in this section we
analyse influence of the HR specific experience of the HR employees in the casestudy banks to determine how (and if) experience may influence the development of
the skill-set of HR employees. The data related to the experience of employees is
divided into four categories based on the number of years the employees had spent
working in the HR function at each of the eight case-study banks. This data was
obtained from the documents made available by the HR function at the case-study
banks and hence only includes the experience of the employees after being employed
in the respective case-study bank. To some extent this data was triangulated with the
interviews of HR managers conducted in each bank examined because this
information was collected for each interviewee at the time of the interview as well.
However, the population of HR managers interviewed within each bank (especially
the large and medium sized banks) was not sufficient to analyze the influence of HR
specific experience on the activities or role performed by these individuals and the
HR function, as a whole. Thus, in order to broaden the sample and to make it
representative of the population of HR managers employed, the data for all HR
employees was used which limited to some extent the ability to capture finer details
for each HR manager. Also, since our emphasis was on identifying the number of
years the employee had worked in the HR specific area, the data presented in table
7.5 does not include the experience of employees (if relevant) in any other
department or division in the case-study bank or any other bank prior to joining this
bank.
259
Table 7.5: HR specific experience of the HR employees
<
VINTAGE
CLASSIC
TRADITIONAL
MODERN
GLOBAL
WESTERN
ANGLO
TRANSCO
BANK
BANK
BANK
BANK
BANK
BANK
BANK
BANK
40
40
16
23
10
90
50
18
38
19
30
15
12
20
180
110
40
73
35
10
11
12
years
<10
years
<15
years
> 15
years
Total
Source: bank documents
Evidence presented in table 7.5 highlighted three major findings. One, only two
domestic banks that were previously in the ownership of the public sector and were
established four to five decades ago (at the time of interviews) had employees who
had more than 15 years of experience of working in the HR function.
Two,
approximately more than 1/3 of the HR employees in all the case-study banks
barring VINTAGE BANK had less than five years of experience which indicates the
industry trend of increased job mobility as well. Three, at least 50 percent of the HR
employees in the small-sized foreign case-study banks had less than five years of
experience.
In the case of the first finding, the HR managers interviewed highlighted that prior to
privatization, both banks had a policy of job security whereby once an employee
entered the bank, they were ensured long-term employment. Further, they added that
job mobility was not an industry trend at that time due to limited options (four to five
banks) in Pakistan; all the competitor banks were also public sector banks so there
was not much difference in their operations, management, culture and compensation.
Moreover, the employees with less than five years of experience were largely those
who had a Masters degree or at least a Bachelors degree in business administration
and were hired post-privatization. Evidence from the interviews of the HR managers
in both VINTAGE BANK and CLASSIC BANK direct our analysis related to the
skill-set possessed by the HR employees.
260
We suggest that the longer service
duration in the HR function in this case does not necessarily reflect a better skill-set
because these HR employees were mostly incumbents who had worked in the HR
function since it was first known as administration and then as personnel department
and performed purely administrative, routine work. In the case of VINTAGE BANK
the HR Head interviewed stated that most of the employees in the HR function with
over 15 or 20 years of experience were reassigned from other departments during the
downsizing phase at the bank and thus only acquired the skills to perform HR
activities while on the job. The interviews of the HR managers in VINTAGE BANK
and CLASSIC BANK also highlighted that since most of the better qualified HR
employees were part of the 1/3 employees who had less HR specific experience, they
had little business acumen and the skill-set also needed to be enhanced.
In the second case, the data examined highlighted that approximately 1/3 of the HR
employees across the case-study banks had less than five years of experience which
apparently indicates that their skill-set may not be sufficient to perform specialist or
strategic activities as intended by the HR function. However, the interviews with the
HR managers in the case-study banks pointed to certain internal dynamics which
made it critical to reassess our initial analysis. The HR managers in GLOBAL
BANK, MODERN BANK, CLASSIC BANK and the remaining small-sized foreign
banks stated that less experience did not necessarily indicate insufficiency in the
skill-set or business acumen because those employees hired after privatization did
not have much experience in the bank but they had some HR specific experience
with other organisations. It is to be noted that as explained in the beginning of this
section, for greater representativeness of the HR employees, the data for all
employees was obtained from the HR function / bank documents but that data did
not include the experience of employees if any, from previous employment.
Additionally, as mentioned in chapter 3, after deregulation of the banking sector, the
increased competition presented by the newly established private sector banks
created job mobility in the banking industry with employees hopping from one
employer to another quite quickly. Similarly, related to the third finding in this case,
evidence examined from the bank documents when corroborated with the interview
of HR managers in the case-study banks revealed that more than 50 percent HR
employees in the small sized foreign banks had less than five years of HR specific
employment at the bank. However, apart from the fact of job mobility in the
261
industry, there was also the factor that two of these banks had only been established
for less than seven years at the time of interviews so their entire workforce was
relatively new. Thus, we suggest that it may be difficult to conclusively establish the
level of skill-set of employees by evaluating the number of years of their service
within the HR function at the case-study banks. Consequently the influence of HR
specific experience on the skill-set of the HR employees can only cautiously be
interpreted on the basis of the opinion highlighted by senior, line and HR managers
(in previous chapters under the heading of perspective of HR and line managers and
in following section - 7.5.4. as well) interviewed in the case-study banks who
pointed to inadequacies in the skill-set and business acumen of the HR employees.
7.5.3. HR specific training

After discussing the qualification and HR specific experience in the previous
sections, in this section we explore the dimension of HR specific training to evaluate
the effort / attempt made by the HR function in the case-study banks examined, to
enhance the skill-set of the HR employees.
Evidence examined from the data
obtained from the case-study banks and the interviews of HR managers indicated
that in most banks examined, the formal training provided to HR employees was in
the areas of soft skills and to some extent HR practices like performance
management, compensation and recruitment and selection.
The HR managers
interviewed in the domestic banks stated that at present (time of interviews) there
was an emphasis on both on the job and classroom training to equip employees with
skills in non-specialised areas with limited opportunities for specialist training. This
they said was due to the focus on improving communication and negotiation skills
especially in the privatized banks where the workforce was segmented between
incumbents and new hired employees which created issues in communication,
information sharing and resistance by the incumbent employees. GLOBAL BANK
appeared to be an exception where some training opportunities were provided to HR
managers (mostly senior and key middle management positions) to enhance their
business knowledge and to equip them with skills in strategy planning and
formulation. Further, HR managers in the case-study banks stated that on-the-job
training was being imparted to Relationship Managers and the fresh (young)
employees who were associated with the Corporate HR team.
262
Further, our analysis also highlighted that the foreign owned banks (GLOBAL
BANK, WESTERN BANK, ANGLO BANK and TRANSCO BANK) had a
comparatively greater emphasis on providing function specific training which
according to their HR Head interviewed was at times designed at their global
corporate offices and was conducted at subsidiaries world over. For example, at
GLOBAL BANK there were training programs which oriented their HR employees
in requisite skills for performing specialised HR activities.
In the perception of HR managers interviewed across the case-study banks there was
an inadequacy in the skill-set of HR employees with regards to strategic orientation
and business knowledge. They also agreed with the perception of line managers in
the domestic banks that there was even a need to enhance the skills of HR employees
in specialized (functional) HR areas like performance management and recruitment
and selection etc., which they attributed to the existing mix of employees in the HR
function. The young / new hired employees were better qualified with relevant
degrees but lacked experienced while a majority of the incumbent employees needed
to enhance their skills even in areas like IT and communication and hence the
emphasis on soft skill training programmes. The HR managers across the case-study
banks also highlighted that their attempt to train the employees was at times impeded
by the excessive administrative workload because of which they were unable to
impart training.
7.5.4. Perceptions of line managers related to the skill-set of HR employees

After having discussed the skill-set of HR employees on the three dimensions above,
in this section we present the perspective of the line managers. In the previous two
empirical chapters as well as in other sections in this chapter there have been
numerous references made to the opinion of line managers related to the skill-set of
HR employees in the case-study banks. However, here we present an integrated
discussion which not only highlights the inadequacies but also points to the most
challenging / critical skills for HR employees to develop in the future. Additionally,
the discussion will indicate why the line managers felt the existing skill-set was
weak and the implications this had for the role being performed by the HR function.
263
Based on the interviews with senior and line managers in the case-study banks, our
analysis highlighted that there was almost a consensus amongst those interviewed
that the existing skill-set of HR employees and the level of their business acumen
was inadequate for the function to adopt a strategic role. Further, we found that
those interviewed perceived that the skills related to performance of a strategic role
were possibly the weakest in comparison with the skills required to perform other
HR roles such as service delivery, employee relations, some specialist tasks and the
associated administrative work. The senior managers interviewed across the casestudy banks (more specifically the domestic banks) also highlighted that one reason
for the low skill-set related to the strategic role was the fact that the HR function had
only recently shifted towards performing this role. Additionally, the function was
still in the development phase so efforts were being made to develop the skills of its
employees to better suit this new role (strategic role). Related to VINTAGE BANK,
based on the evidence analyzed from the interviews of the HR managers at this bank,
we can suggest that a reason for weak the strategic capacity of the HR employees
was the fact that they were given limited opportunity to perform in this capacity and
consequently they neither possessed these skills nor did the HR function emphasise
on their acquisition.
GLOBAL BANK was an exception amongst the banks investigated in that the line
managers interviewed here perceived that the HR employees had developed a skillset which enhanced the functions ability to perform a strategic role. However, they
contended that the strategic abilities of the HR employees needed to be strengthened
further and business acumen was an area where the HR function was predominantly
weak, with the exception of few senior employees of the function. According to the
senior managers interviewed at GLOBAL BANK, the HR leadership at the bank had
focused on developing generalists as well as specialist skills of its employees which
were required under the prevailing HR structure that had separately demarcated roles
of shared services, expertise and business partners. They added that this structure
aided the HR function to concentrate on better strategic integration with the business
needs of the bank. Further, according to the line managers interviewed at GLOBAL
BANK, the structure of the HR function enabled them to identify the relevant person
for HR support. However, one line manager commented,
264
I believe that the HR employees in the service delivery Centres need to improve
their communication and customer service skills. (GLOLM6)
In response to a question probing the aspect of business acumen he remarked,

well generally whenever I have come across an HR person who has worked in
other departments as well, I feel more comfortable discussing issues with them as
they sort of have a better understanding of the business context. (GLOLM6)
The issue of insufficient business acumen was not only the concern of line managers
at GLOBAL BANK but it emerged in the interviews of line managers in the other
case-study banks as well. The emphasis was stronger in the domestic case-study
banks that were in the initial stages of development of the HR function with a
strategic perspective in view, as the incumbent employees appeared weak in terms of
qualification and a significant number of the fresh hired HR employees lacked both
business and HR specific experience. The line managers in the three small-sized
banks also highlighted the need for better business acumen but they clearly identified
that the HR Head and senior HR employees possessed the required business acumen
and it was only the younger employees who were hired fresh that needed to be
developed in this area. It is pertinent to mention here that any strategic level input
provided or business needs met of the line and senior managers in these case-study
banks was the responsibility of the HR Head as there was no Corporate HR team,
Relationship Managers or business partners. Thus, it is probably due to this fact that
the line and senior managers placed a lesser emphasis on business acumen as their
contact was directly with the HR Head.
Moreover, the evidence analysed from the interviews of line manages in the casestudy banks (barring GLOBAL BANK to an extent) indicated that they perceived the
skill-set of HR personnel related to service delivery and specialist activities had
improved significantly. GLOBAL BANK was an exception as stated above, because
the line managers interviewed here perceived that in addition to the skill-set required
for service delivery or specialist input, some HR managers also possessed the skills
required to perform in a strategic capacity. The comment of a line manager at
CLASSIC BANK highlights the recognition of an adequate skill-set to perform in
the role of a specialist and simultaneously points to the need for developing greater
265
business acumen. This comment is fairly represents and illustrates the perception of
HR managers interviewed in the other case-study banks as well but the
recommendation for rotation is specific to CLASSIC BANK only.
I am generally satisfied with the skill-set of the HR personnel but they need to
direct their specialist skills towards contributing and providing business solutions in
their relevant areas. I can suggest to them [HR Head] that if they want greater
involvement in strategic issues they need to rotate their inexperienced staff in
different business units in the initials years so they can develop a better
understanding of our issues and requirements. (CLASLM4)
Further, during their interviews the line managers in all case-study banks stated that
the HR employees were well-equipped to perform the administrative roles which we
suggest is possibly because the HR function had been performing this role
traditionally and had thus developed a strong skill-set in the area over a period of
time. Even so, line managers in VINTAGE BANK and CLASSIC BANK
highlighted skill gaps in the areas of business operations and IT which in their
perception weakened the capacity of the HR employees to perform admin work that
had recently been automated. These banks were previously in the public sector and a
large number of their HR employees were used to manually performing work.
According to line managers interviewed, even after privatization, the incumbent HR
managers were resistant to learn the IT skills needed to perform automated processes
/ activities.
Related to the issue of the most challenging / critical skills for HR managers to
develop in the future, responses collated from the interviews of line managers across
the case-study banks appeared to suggest that business knowledge and strategic
orientation were foremost. Comments from senior managers in the case-study banks
also support the perception of line managers in this regard. However, some of those
interviewed, especially in the domestic banks highlighted that there was a need for
the HR employees to build their networking and leadership skills if they wanted to
enhance the profile the HR function. The comment below from a line manager in
MODERN BANK highlights the implications of a lack in business acumen and
strategic orientation and illustrates how structural changes intended for strategic
contribution can be impeded because of inadequacy of skills.
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At times I feel that he [Relationship Manager] is not really forthcoming in his

support and perhaps thats because he is not well equipped. I think he needs to
develop better business understanding, relationship management and networking
skills in order to cater to our needs and probably this way he can perform his role
better. I think a strategic perspective (orientation) and specialised skills are required
to perform in this strategic role. (MODLM4)
Further, the comments below from two senior managers in the domestic banks
examined indicate the perception of senior managers related to the skills of
leadership and networking.
They [HR function] complain of not being involved in strategic matters of the
organisation but what I feel is that this situation can only improve if they develop
the capacity for leadership. This will drive others [business units] to accept them, to
recognize their potential. I feel, right now they [HR] are equally to be blamed for
what they call lack of involvement because their people across levels [hierarchy]
neither have the skills to actively network with line managers nor do they possess
the leadership capability to represent the HR function. (VINSM3)
A lot of non-HR employees will have told you that the HR people lack the ability to
think strategically and business knowledge but to me foremost are the skills of
networking, convincing or influencing the decision makers and to some extent
leadership. All the rest comes later. You need to create space where there is none;
we [business heads] do it most of the times when we are fighting for resources, our
products our markets, our people, which is exactly what HR needs to do. But for
that, influencing skills, leadership and networking are important.
Strategic
orientation can follow and business knowledge can be acquired in parallel.

(TRADSM2)
In addition, in the domestic case-study banks there was a perception that specialist
skills which were required for designing and implementing core HR policies and
practices needed to be strengthened. Line managers interviewed contended that a
larger number of HR personnel needed to acquire these skills as service delivery was
a major concern in view of the competitive environment they were operating in.
Line managers interviewed in VINTAGE BANK, TRADITIONAL BANK,
CLASSIC BANK and MODERN BANK also highlighted the need for HR
employees to acquire innovative skills to provide better solutions in service delivery.
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The comment of a line manager illustrates this perception and is reflective of the
views of many line managers interviewed in the remaining three banks as well.
I think they [HR function] need to induct some fresh talent in HR. They are still
concentrating on providing services through the traditional techniques but a lot has
changed in the outside world and even in the industry as well [in Pakistan]. HR
work is now being handling in many new and innovative ways so I think HR needs
to enhance the more creative and innovative streak of their employees and provide
us some new and better solutions to people management issues. (TRADLM3)
Further, in the foreign case-study banks studied, the data analysed did not indicate
much emphasis on the skill of innovation / creativity possibly because a number of
their practices / policies and procedures emanated from the headquarters and were
thus better on this criteria. In addition, similar to the domestic case-study banks, the
line managers interviewed in the foreign case-study banks also stated that the fresh
hired employees though possessed better qualification, needed to acquire specialist
skills if they were to develop as a key HR manager in the future.
Summary
To summarise, from our analysis based on the interviews conducted and
triangulation with documents of the case-study banks, it appeared that the weak
business knowledge and strategic orientation of HR employees was perceived as a
critical inadequacy in their skill-set by line managers. This perception was better in
GLOBAL BANK where the business partners operated alongside the line managers.
In the remaining three foreign case-study banks the perception was better for the
senior HR managers as line managers mostly contacted them because the remaining
HR employees were mostly inexperienced and fresh out of professional universities.
In the domestic banks there was a greater emphasis on this perception possibly
because the HR function was in the early stages of development and adoption of the
strategic role and hence needed to develop this newly emerging skill-set. In
VINTAGE BANK the HR managers also highlighted that they were given nearly no
opportunity to perform in the strategic role which limited the possibility of acquiring
the skills while on the job. Thus, in general, across the case-study banks the overall
inadequacy in these skills appeared to impede the intention of the HR function to
perform a significantly enhanced strategic role.
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Further, evidence examined indicated that in VINTAGE BANK and CLASSIC

BANK there was a strong emphasis on enhancing the IT and communication skills
of employees with was attributed to the out-dated skill-set of the incumbent
employees who had for decades (in some instances) only performed in an
administrative capacity and had not updated their skill-set. The senior managers
interviewed in the domestic case-study banks also identified the lack of networking
and leadership skills which they stated reduced the influencing power of the HR
function to create space for itself in the strategic domain. The preceding skills were
also identified for the freshly hired young employees in the foreign case-study banks.
Moreover, in terms of the three dimensions qualification, HR specific experience and
HR specific training, we found that better and more relevant qualification alone did
not significantly improve the skill-set of HR employees for which HR specific
training and experience was also critical. The blend of more qualified but less
experienced young employees and more experienced but less qualified incumbent
employees identified HR specific training as the solution to enhance the skill-set of
HR employees.
Our analysis also indicated that the number of years of HR experience needed to be
interpreted with caution in this study at least, for the following reasons. One, in the
case-study banks examined, longer service in the HR function did not indicate a
better skill-set because most of these employees were incumbents who primarily had
experience of performing administrative activities and had not updated their skill-set
over the years. Two, since our data on HR specific experience pertained to all
employees (for better representativeness) and was extracted from the bank
documents, it only provided the length of experience in the particular case-study
bank. As a consequence, some employees who appeared low on HR specific
experience (specifically those hired in senior and key middle management positions
from foreign banks) actually had prior experience of working in the HR function in
other organisation which could not be factored in. Thus, we could not conclusively
establish the influence of HR specific experience on the skill-set of HR employees
and we suggest that the numeric data be interpreted in conjunction with the
perspective of HR and line managers that predominantly pointed to an inadequacy in
the strategic orientation and business knowledge of HR employees.
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7.6. Conclusion
A key finding of this chapter was the focus of the HR function on gaining
operational excellence in service delivery (which in the perspective of line managers
was a key driver for the structural changes) which limited to an extent, the intent to
achieve greater strategic orientation. This is because generally, most of the
initiatives, resources, time and training programmes conducted for skill enhancement
were devoted to enhancing the service delivery and little time was available with the
Corporate HR team, Heads of specialist clusters and Relationship Managers to
concentrate on providing strategic input or value added activities. Additionally, the
excessive administrative workload limited the opportunities to develop the HR
employees and the scarcity of skilled HR employees resulted in the clustering of
most meaningful activities under few HR employees who were also monitoring the
related administrative workload which restricted their input in strategic matters. We
suggest that these issues probably stemmed from the early development stages of the
HR function in the case-study banks. GLOBAL BANK appeared to be an exception
and is highlighted in greater detail below.
Further, our analysis indicated that while the Corporate HR team was established
with the intent to provide more strategic input, the equally pressing underpinned
reasons of achieving control, ensuring consistency and standards in delivery of HR
services and the inadequate skills of HR employees across hierarchical levels limited
the strategic outcome of this structural dimension.
In GLOBAL BANK, the
adoption of a three legged model facilitated the creation of time for senior HR
employees to actively participate in various strategic forums. The adoption of the
clustering and segmentation technique to achieve specialisation and enhance the
involvement of the related HR manager in policy formulation also did not appear to
significantly influence the adoption of a strategic role by the HR function. This is
because of the bundling of multiple HR activities under one skilled / specialist HR
employee who was unable to detangle from the allied administrative work. This
structural setting also deprived the cluster heads to develop a centre of expertise for
their specific areas. Consequently line managers kept approaching the Corporate HR
team for specialist input and impeded their effort for greater strategic contribution.
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Additionally, our analysis highlighted that the position of Relationship Managers

created (associated with region / area and business units) in the domestic case-study
banks did not appear to positively influence the adoption of a strategic role by the
HR function to a large extent.
The key reason was their inability to directly
commission the services of the HR function on behalf of the business unit because a
larger majority were associated with regions only, their lack of business knowledge
and their scope of work - to providing operational support. GLOBAL BANK again
seemed to be an exception with positions of business partners in addition to
Relationship Managers.
Moreover, evidence presented indicated that the HR operations were centralised in

five case-study banks but for different reasons:
In VINTAGE BANK and
TRADITIONAL BANK the reasons were to maintain control, achieve consistency,

strategize for scarce resources and inadequacy of the IT infrastructure. In the three
small sized banks the reasons were the small scale of operations, small branch
network and few employees which made it financially and administratively
infeasible. A hybrid approach was adopted in CLASSIC BANK, MODERN BANK
and GLOBAL BANK where decision making related to the activities segmented
across regions / functions was also delegated. In GLOBAL BANK the three legged
structure directed the centralisation of HR activities (Centres of Expertise and Shared
Services) while the approach of decentralisation was evident in the role of business
partners. The centralised approach to structuring HR operations resulted in little
creation of time and priority to increase the involvement of the HR function in
strategic matters.
Furthermore, we found that as highlighted by Reilly and Williams (2006), the HR

staff to employee ratio needs to be interpreted with caution and in conjunction with
other factors like the size of the organisation, its scale of operations, the skill-set of
HR employees and IT infrastructure. Where in absolute numbers the strength of the
HR workforce appeared less (small sized banks) but the ratio appeared manageable
1:49 there was a contention that certain structural choices (no Corporate HR team,
business / relationship managers and centralised operations) had to be made solely
because of the few numbers of HR employees. Similarly where in absolute numbers
the strength appeared to be more (VINTAGE BANK and CLASSIC BANK) the
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large size of the bank, their wide branch network and large workforce rendered that
strength to be insufficient as well.
Related to the perception of line managers on the skill-set of HR employees, our

analysis highlighted that the business knowledge and strategic orientation of HR
employees was weak.
This perception was mixed in GLOBAL BANK where
business partners existed and performed in strategy formulation and alignment of HR

strategy with the business strategy of the business unit they were associated with.
There was greater emphasis on the inadequacy in these two areas in the domestic
case-study banks where the HR function was in the early stages of development and
hence this skill-set had yet not emerged; there was an equal emphasis on the absence
of these skills in the newly hired employees across the case-study banks and the
incumbents (where they existed) who had out-dated skills. Additionally, there was a
perception in VINTAGE BANK and CLASSIC BANK that had a large number of
incumbent employees in the HR function that they lacked function specific skills,
had weak IT and communication skills which had not been updated for long and
needed to develop leadership, networking and influencing skills. This is because the
absence of these skills meant that regardless of HRs intent to become strategic it
would not be able to create a space for itself to increase its profile and to contribute
more in the strategic domain in the case-study banks.
Moreover, our analysis also highlighted that multiple dimensions such as

qualification, HR specific experience and HR specific training needed to be analysed
in conjunction (and where possible) the views of other stakeholders also needed to
be included to get a holistic picture of the influence of the skill-set on the role being
performed by the HR function. For example, our findings indicated that a longer or
a shorter experience in the HR function did not reflect on the former resulting in a
strong skill-set and the latter a weak skill-set. In our case-study banks, longer HR
specific experience meant that the employees were mostly incumbents who had for
decades during the public ownership period only performed administrative work and
had not updated their skill-set. Shorter HR specific experience did not reflect on the
experience of employees obtained from other organisation; this is because of a
limitation in our data-set elaborated in section 7.5.2. above.
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Hence, we conclude that the evidence examined was largely unable to identify a
significant increase in the performance of strategic work by the HR function due to
the change in its structure, in the case-study banks. GLOBAL BANK appeared to be
an exception from the other seven case-study banks with the implementation of the
three legged structure which facilitated the performance of multiple HR roles like
strategic (business partners), operational (Centre of Shared Services) and specialist
(Centre of Expertise). In the other banks investigated, there was evidence that some
structural initiatives were undertaken with the intent to gain some strategic leverage
for the HR function. However, due to the early stages of development of the HR
function, priorities of line manager for better service delivery, lack of time,
inadequacies in the IT infrastructure and most importantly an out-dated skill-set of
HR employees, it appeared that little realisation of this intent was achieved.
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Chapter 8: Discussion and conclusion

8.0. Introduction
This research primarily endeavoured to explore the state of the HR function and
whether or not it was performing what could be termed a strategic role as opposed to
an operational role in the case-study banks examined. The strategic role is regarded
as more desirable in prescriptive literature when compared to the traditional
administrative HR roles according to Ulrich and Beatty (2001), Jamrog and Overholt
(2004), and McCracken and Heaton (2012). More specifically, our objective was to
highlight and identify the presence (or otherwise) of a strategic HR role being
performed by the HR function in the case-study banks. This was done through an
examination of multiple indicators which provide evidence of such presence and a
study of the influencing factors which bear consequences for the role adopted and
dispensed by the function. The influencing factors, namely devolution, the structure
of the HR function and the skill-set of HR employees, were explored because of the
significance associated with them in related literature. For example, Brandl et al.,
(2009), Renwick (2003), Lawler III and Mohrman (2003) and Ulrich and Brockbank
(2005) cite the influence of these factors in determining the extent to which the HR
function can adopt a strategic role. We study these factors in conjunction with the
role of the HR function in an attempt to understand the combined influence of these
factors on the role adopted by the HR function. Additionally, the researcher while
emphasising the importance of the influencing factors is by no means implying any
causality between the factors and the strategic role (if any) of the HR function.
A review of related literature in chapter 2 indicates that previous studies on the HR

function generally adopt an approach of either examining a few indicators of a
strategic role in isolation (Truss et al., 2002; Truss, 2008), or individual influencers /
means to infer whether and if the HR function is performing a strategic role.
However, this thesis attempts to draw a clearer understanding of the complex yet
inter-linked elements of the HR function that shape the role it performs. The intent
is to integrate the indicators / evidence of the presence (or otherwise) of a strategic
HR role and the influencing factors to bridge this gap in existing literature. Hence,
our research will contribute to narrowing the existing gap in literature by integrating
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both angles to develop a more holistic understanding of their inter-related and to

some extent interdependent relationship. Further, to the best of our understanding,
there is no particular attempt to research the HR function or its role from the
perspective of multiple stakeholders like HR managers, line managers and senior
managers in the context of Pakistan. Thus, in addition to integrating the factors
which can influence the role of the HR function with the indicators of a strategic
role, this thesis also attempts to contribute to and extend existing literature from an
international perspective by including the perspective of Pakistani organisations.
The analysis and findings of this research are based on an examination of the eight
case-study banks which was carried out through in-depth, semi-structured interviews
and a triangulation with bank documents, to draw meaningful inferences. In total, 85
interviews of HR managers, senior managers, line managers and industry experts
were conducted to develop a more comprehensive and holistic data-set, which
catered for the inclusion of varied perspectives and highlighted the different
perceptions and understandings of multiple stakeholders, related to the same HR
phenomenon / aspect. Additionally, this variety in the perspectives of the multiple
stakeholders provided interesting insights and conflicting views which enriched our
analysis. Further, the case study approach towards thesis design and field research
produced numerous findings which enabled the researcher to offer a contextualized
description of the role being performed by the HR function and the development of
the strategic role (albeit to a limited scale) in the case-study banks examined.
This chapter is divided into seven sections, each of which discusses the wider
implications of the results summarized below. Section one presents a summary of
the key findings of the research and the influence of the context of Pakistan on the
state of the HR function in the case-study banks.
Section two elaborates the
influence of the organisation specific factors on the state of the HR function and the
extent of the strategic role adopted by the HR function. Section three discusses the
role performed by the HR function in the case-study banks with an emphasis on the
debates related to role typologies and the indicators which can provide evidence of
the presence of a strategic role of the HR function. Section four integrates the
influence of devolution and section five elaborates on the influence of the HR
structure and skill-set of HR employees, on the intent of the HR function to perform
275
a strategic role. Section six examines the limitations of this study and the resultant
areas for future research which is followed by a conclusion to this thesis.
8.1. Summary of key findings and the context of Pakistan

Our thesis, based on an examination of the eight case-study banks and grounded in
the Pakistani context revealed some interesting findings. Firstly, despite the intent
and aspiration of the HR function to adopt a more strategic role, evidence examined
in this research indicated that there was no significant presence of a truly strategic
role being dispensed by the HR function in the banks examined. However, there was
evidence of a shift towards performing some semblance of a strategic role in the
case-study banks. This was highlighted in the findings presented in Chapter 5 which
explored the state of the HR function and whether or not it was performing what
could be termed a strategic role. We found that HR managers in the case-study
banks mostly resorted to performing short-term, transactional and reactive work and
the HR function generally exhibited weak involvement in the strategy formulation
process. In addition, there appeared to be a distinct influence of the HR Head (where
he embodied the HR function) and other embedded institutional mechanisms like the
legacy issues, development stage of the HR function and informal networking on the
role adopted by the HR function.
Secondly, our findings related to the devolution of HR practices to line managers,

explored in Chapter 6, pointed to a wide divergence in the perceptions of HR and
line managers related to the concept and execution of devolution, despite its
importance in the views of both stakeholders. While HR managers were willing to
delegate activities related to implementation of the HR practices, line managers were
unwilling to participate in this capacity and rather agreed to share or even completely
accept the decision making aspect of the HR activities. Hence, little significant
devolution of HR activities to line managers occurred in this area due to which HR
managers found little time to invest in strategic initiatives and the HR function was
unable to dispense a considerably strategic role.
Thirdly, findings emerging from our data in Chapter 7 suggest that while there were
changes in the way the HR function was structured in the case-study banks, there
was a limited influence of the changes on the role performed by the HR function.
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While the changes were made with the intent to facilitate the dispensation of some
sort of a strategic role by the HR function, the underpinned considerations leading to
the changes which were primarily driven by priorities of line managers, dearth of
skilled HR personnel, financial concerns and viability of moving infrastructure,
restricted the achievement of the intended objective. Fourthly, the findings indicated
that lack of an adequate skill-set of the HR employees led to credibility concerns of
line managers to involve the HR function in strategic matters. There was also an
issue of considerable variation in the skill-set of employees regardless of their
education level and experience in the HR function due to the composition of the
workforce. The incumbent employees with greater experience and less qualification
had an out-dated skill-set because it had not upgraded over the years while the newly
hired, more qualified but less experienced employees lacked the business acumen
and strategic outlook needed to perform in a strategic role. Hence, in general, the
inadequate skill-set of HR employees appeared to restrict their intent to perform a
greater strategic role in the case-study banks. Lastly, GLOBAL BANK appeared as
the only exception in our sample of eight case-study banks because it had adopted a
three legged HR structure aligned with its corporate HR structure at the global level.
The distinct differences from the other banks examined are highlighted in each of the
sections below.
8.1.1. Influence of the context of Pakistan on the state of the HR function

In this section, we discuss the influence of the contextual factors related to Pakistan
and the changing dynamics of the banking sector which resulted in implications for
the development of the HR function in the case-studies banks examined in Pakistan.
The following discussion will contribute to the perspective of Pakistan in the
literature on international HRM.
As highlighted in chapter 2 there has been
negligible research in the context of Pakistan, in the field of HRM and especially
related to the HR functions development, role, structure and skill-set. Thus, this
study will add to literature, the unique perspective of the HR function in Pakistan
which according to Khilji (2002) has traditionally been relegated to the fringes of the
organisation. She reported that human resource management is still perceived to be
a support function in the context of Pakistan and it has been unable to demonstrate
the value it can add to the organisation. This discussion will provide an opportunity
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to the readers to arrive at a nuanced understanding of how an HR function working

in an emerging economy like Pakistan responds to the strategic challenges posed.
We highlighted in chapter 3 that the derailing of the political process after every few
resulted in the absence of strong institutions in Pakistan. Our research suggests that
the implications of weakened institutions were far reaching.
For example, our
findings provide evidence that the domestic case-study banks, especially in the
public sector (VINTAGE BANK and CLASSIC BANK), were unable to develop
their people, processes and infrastructure with the changing demands of the time.
There was also considerable evidence of the absence of institutional mechanisms
which led to ad hoc decision making and in the case-study banks there were
examples where the HR function was not institutionally embedded in the
organisation but was rather embodied by the HR Head. This suggests a reliance on
individuals rather than systems in organisations and clearly indicates that the HR
function was in its early developmental stages (at least in the domestic banks), in the
case-study organisations studied.
Of significance for our research was also the fact that the prevailing corporate
culture stemmed from the cultural and religious norms of Pakistan. The organisation
culture can be defined in general, as highly formal, with a tall hierarchy, centralised
decision making and a dependence on strict compliance of rules and regulations.
The hierarchy and centralised decision making were a reflection of the high power
distance in the society which valued senior management because of their seniority,
age and experience. Thus the policy decisions were made at the top and were
cascaded to the bottom and the senior employees felt little need to upgrade their
skills. Additionally, due to the lack of any incentive do develop new and young
employees, there appeared no significant trend in Pakistan for senior employees to
encourage the new comers to develop.
Similar patterns of the organisational culture emerged from our research as there was
evidence of centralised decision making in five of the eight case-study banks
examined. Of the three remaining banks (GLOBAL BANK, MODERN BANK and
CLASSIC BANK), where centralisation with decentralisation was evident, in the
two domestic banks MODERN BANK and CLASSIC BANK some decentralisation
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occurred in certain HR practices but policy decisions remained centralised with the
respective corporate HR teams. In terms of formalisation and compliance with rules
and regulations our findings highlighted that in the case-study banks, line managers
interviewed shared concerns of HR following policy guidelines rather than
addressing the changing business needs such need for immediate hiring in a sector
with high employee mobility. Also, we found that seniority and age were indeed
valued more than performance and initiative, at least before the change in workforce
dynamics. This explains why there were taller hierarchies evident in the large and
medium sized banks mostly, and also points to the role of incumbent employees in
resisting the change in role of the HR function in the domestic banks, especially the
two large banks where incumbent employees were present in larger numbers.
Additionally, our findings also highlighted that the incumbent employees had an
outdated skill-set which is probably because there was no encouragement to develop
employees because it was considered that employees would automatically learn with
age and experience.
Further, chapter 3 highlighted that Pakistans economy was historically agriculture
driven but that in recent years the service sector had primarily registered consistent
growth. Our findings in the case-study banks also suggest that the banking sector
registered high growth in the decade commencing 2000 and that the banks added
new products and consumer segments in their portfolio which led to the need for
hiring employees with a different set of expertise and skills.
In addition, the
extensive privatization and deregulation mentioned in chapter 3 was also clearly

visible in our sample case-study banks as two domestic banks (VINTAGE BANK
and CLASSIC BANK) were privatized banks and the remaining two banks
(TRADITIONAL BANK and MODERN BANK) were established after the sector
was deregulated. In the case of the four foreign case-study banks, two small sized
banks (WESTERN BANK and ANGLO BANK) were established post deregulation
while the medium sized bank GLOBAL BANK also grew in size due to the mergers
and acquisitions which occurred after privatization of the banking sector and the
initiation of the reforms in the banking sector.
Additionally, the new foreign banks established in Pakistan led to the emergence of a
distinct culture and the introduction of contemporary HR practices which were
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quickly adopted by the domestic banks to establish greater credibility and

acceptance. Data from our case-study banks also highlighted that the domestic
banks shifted to more performance based HR practices and in the initial years of
development of the HR function, upgrading the HR practices was a major focus of
the case-study banks. Hence we found the emphasis on designing new HR policies
by the specialist teams and clusters and the focus on providing standard and quality
in service delivery.
Furthermore, we reported in chapter 3 that the banking sector underwent major

reforms as a consequence of privatization and the pressure of international donor
agencies and the IMF.
These reforms included the introduction of corporate
governance structures, establishment of the HR function on modern lines, the

introduction of merit and hiring of a professionally qualified workforce and the
emphasis on training and development of employees. In addition, privatization led
to the downsizing of the workforce in the domestic, public sector banks that were to
be made viable for the private sector to invest in. Downsizing also occurred in these
banks post privatization to rationalise the workforce as the banks were overstaffed
due to the hiring of employees who either had the backing of influential politicians,
bureaucrats or industrialists. Our findings in the case-study banks revealed similar
outcomes as the two domestic banks underwent considerable downsizing in their
workforce. A consequence of this was that many employees who had to be adjusted
were transferred to different departments which included the HR function as well.
However, while they added to the numbers in this function, they had no prior
experience or expertise and thus did not add much value to the HR work.
In terms of the other reforms enumerated in the previous paragraph, we found that
there was a new category of employees who were hired across the case-study banks
and this change in the composition of employees was also reflected in the workforce
employed in the HR function.
This category included the more experienced
professional bankers from foreign banks abroad who were tasked to turnaround the
banks.
Also included were young and newly hired employees who lacked
experience and a requisite skill-set but were willing to learn, change and were more
qualified than the incumbent employees.
The implications of the workforce
dynamics will be discussed later, in the section pertaining to the skill-set of the HR
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employees.
However, here we suggest based on our analysis in the preceding
empirical chapters that the new category of employees hired in the HR function had
an influence on the state of the HR function. While they were unable to develop the
HR function to perform a truly strategic role in the case-study banks investigated,
they appeared to have introduced a shift in the role the HR function had historically
been performing in these banks. Further, they appeared to define the intent of the
HR function to dispense a more strategic role in the organisations, at the least and
they were able to introduce some contemporary HR practices in the banks.
8.2. The implications of organisational contingencies on the state of the HR

function and its role
Evidence examined revealed that certain organisational contingencies which include
the size and ownership structure of the case-study banks influenced the pace of
development of the HR function, the extent of the strategic role it dispensed, the
structure of the function and the skill-set of HR employees (see fig. 8.1). Our
contribution in this section will highlight the influence of the contextual elements in
the selection of options by the HR function to structure itself, to adopt a specific role
orientation and to address concerns related to the skill-set of the HR employees.
Figure 8.1: The influence of organisational contingencies on the HR function
HR function
Organisational contingencies
Role
Influence
Size
Ownership structure
Devolution
Skill-set
Pace of development
Related to the size (in terms of number of employees) of the case-study banks, as
discussed in chapter four and onwards, the sample banks comprised of three different
sizes and included small, medium and large sized banks. Based on our findings in
the empirical chapters we suggest that the size of the organisation has an influence
on the structure adopted by the HR function, at least in the case-study banks
examined in this research. For example, the large and medium sized banks all had a
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corporate HR team while in the three small sized banks (WESTERN BANK,
ANGLO BANK and TRANSCO BANK) the HR Head was responsible for all the
decision making and activities pertaining to strategic matters. The reason for not
having a corporate HR team in the small sized banks was the sheer small size of the
HR function (10 to 12 employees). In addition, the small size of the three foreign
banks WESTERN BANK, ANGLO BANK and TRANSCO BANK, made it in
infeasible (financially and operationally) to adopt this structure while the HR
function in GLOBAL BANK adopted a three legged model, aligned with its global
HR structure. Similarly, the positions of relationship managers were not introduced
in the small sized banks primarily because of the small workforce size, specifically
in the HR function, which made it necessary for the HR Head to act in the capacity
of a business partner and / or relationship manager.
Also, our findings pointed to the fact that the skill-set of employees in the large sized
banks with a larger number of incumbent employees was more out-dated in
comparison with the other banks examined. In chapter 7 we highlight the fact that
the skill-set of HR employees in the two large banks was weak in terms of IT skills,
basic communication and negotiation. Additionally, the sheer size of these banks
made it difficult to implement changes in various HR areas at a pace similar to that
of the medium or small sized banks which slowed down the development of the HR
function in these banks.
In the case of ownership of the case-study banks, our sample which included four
domestic and four foreign banks illustrated certain dissimilarities in the findings due
to this organisational contingency. The foreign banks adopted certain structural
configurations of the HR function due to a similar model applied across the globe.
For example, GLOBAL BANK adopted the three legged model because of the
global HR function was structured in a similar manner. We also found that the
extent of the strategic role performed by the HR function was in some ways
influenced by the ownership structure of the case-study banks. For example the HR
managers in three foreign banks WESTERN BANK, ANGLO BANK and
TRANSCO BANK highlighted that they were not involved in formulating HR
strategies or defining HR policies because they were cascaded down from the global
headquarter. Hence their role in strategy formulation was limited in many ways and
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their capacity to perform in this area, at an organisational level, was curtailed at

times by emphasising that HR was not even strategizing at a functional level (within
the HR function). An impact of the ownership structure was also evident in the
focus of the HR function on improving certain HR practices, for example employee
relations. This was an area in which the foreign banks appeared to be quite ahead of
the domestic banks due to the emphasis placed by the corporate headquarter and
other foreign subsidiaries, on developing multiple channels for communication with
employees and adopting a proactive approach to encourage employee welfare
activities. Hence, it appeared that regardless of the extent of strategic role performed
by the foreign banks relative to the domestic banks, they were better developed as far
as the infrastructure, practices, policies and procedures were concerned.
In the domestic banks, the legacy effects which were evident in the resistance and
outmoded skill-set of the HR employees and the historically low profile associated
with the HR function influenced the extent of strategic role it could perform, despite
the intent to do so. For example, in bank VINTAGE BANK (to a greater extent) as
well as the other domestic banks, there was a perception amongst the line managers
that strategy formulation was not a role to be performed by the HR function.
Historically, in these banks the HR function had been performing administrative,
operational work only and there was no understanding amongst the line managers
that the HR function had a role beyond this, in the organisation. In two case-study
banks (VINTAGE BANK and TRADITIONAL BANK) the decision making related
to HR activities and matters had always been the domain of line managers so the
devolution (shifting of HR activities to line managers) which appeared to have taken
place had actually never occurred. Since line managers always dominated the HR
function, they continued to view the HR activities with disdain and did not want to
share in their dispensation, which limited the extent of devolution in HR practices.
Apart from the consequence of this limited devolution on the availability of time to
focus on strategic initiatives, there was also the fact that line managers had never
given the HR function the credibility and profile required for participating and
involvement in strategic matters of the organisation. Hence, evidence indicated that
despite the intent to perform a strategic role and the structural changes made in the
HR function to facilitate the dispensation of such a role, the HR function in the
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domestic banks was yet only struggling to gain recognition and credibility. This can
be attributed to the early developmental stages of the HR function as well. In
chapter 7 we presented evidence from the interviews of senior managers in the casestudy banks which highlighted the challenge, at least in the domestic case-study
banks, to first develop negotiation, networking and leadership skills in the HR
employees.
This we suggest would tackle the issue of gaining influence and
credibility in the case-study banks which was vital for undertaking a change in role
orientation from administrative / operational to strategic. Hence, we conclude that
organisational factors do influence the form (structure), skill-set and role adopted by
the HR function in organisation. In this case, the specific reference is, the eight casestudy banks examined.
8.3. The role of the HR function: indicators and evidence of presence

In discussion in this section will focus on the role of the HR function in the casestudy banks examined, which is the primary focus of this research. The discussion
will start with and revolve around the debates related to the distinction between the
operational (administrative) and strategic role of HR, the need for dispensing
multiple and emerging roles and the ensuing conflicts. In subsequent paragraphs the
indictors which provide evidence of the presence or otherwise of a strategic HR role
will be elaborated on, in detail. These indicators include the reporting relationship of
the HR Head, the presence of HR on the board of directors and the management
committees, the nature of the HR initiatives undertaken (short-term vs. long-term,
reactive vs. proactive and transactional vs. transformational) and the involvement of
the HR function in strategy formulation.
The discussion on the strategic role of the HR function has gained much attention of
researchers in recent years, perhaps due to the significance prescriptive literature
(Ulrich and Beatty, 2001; Ulrich and Brockbank, 2005; Ulrich, 1997) has associated
with this role. Additionally, the literature reviewed in chapter 2 suggests that the
strategic role of the HR function yields numerous benefits for organisations (Ulrich,
1997; Truss et al. 2002) that range from its effect on the bottom line performance
(Paauwee, 2004 ; Hope Hailey et al., 2005) to stimulating appropriate employee
behaviour (Purcell 2003) and improving productivity (Wright & Snell, 1998).
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Also, empirical studies like McCracken and Heaton (2012), Lengnick-Hall et al.,
(2009), Jamrog and Overholt (2004), Truss et al., (2002) and Guest and King (2004)
suggest that even if the strategic role is not essential, it is desired. Further, according
to Truss (2009) empirical literature also discusses the role typologies by
distinguishing them on a continuum, from operational to strategic and in recent years
by incorporating the context as well (Lengnick-Hall et al., 2009). Our findings
conform to this body of literature because we found that HR managers across the
case-study banks perceived that gaining a strategic role orientation was the intent and
a foremost driver leading to changes in the HR function. In addition, the HR
managers emphasised that the underpinned rationale for changes in the HR structure
and the attempts made at devolution of HR activities to line managers, across the
case-study banks, were also undertaken to create more time for HR managers to
involve in strategic activities.
The foremost result revealed in our study responds to our first research question
related to the current state of the HR function in the banks examined in Pakistan and
the extent to which (if at all) the HR function was performing what can be termed a
strategic role. Our findings highlighted that there was no significant presence of a
strategic role being performed by the HR function in the case-study banks examined,
despite the stated intent and desire of the HR function to adopt a more strategic role.
This finding confirms the results of previous studies like Truss (2008) and Wright
(2008) which report that empirically the HR function primarily continues to perform
an administrative role and remains reactive and Wright (2004), who report that the
any substantial changes in the role of the HR function remain both partial and
inconclusive, according to research. Similarly, the findings endorse the results of
studies by CabralCardoso (2004) and Farndale (2005) who posit that the HR
function is not majorly involved in the strategic decision making of the organisation.
However, our findings indicated that a shift towards performing some semblance of
a strategic role was evident in three case-study banks (CLASSIC BANK, MODERN
BANK and ANGLO BANK) and there was an intent / attempt to develop a strategic
role in three other banks (TRADITIONAL BANK, WESTERN BANK and
TRANSCO BANK). VINTAGE BANK appeared to be the only bank where the
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intent to adopt a strategic role was not quite evident 20. GLOBAL BANK was an
exception where evidence presented indicated the presence of some strategic role
alongside the focus on achieving operational excellence.
Additionally, our analysis in the remaining case-study banks (especially the domestic
banks) reveals that despite the intent of the HR function to adopt a more strategic
role the emphasis in actual, remained on gaining operational excellence and
improving the quality and standards in service delivery. This was perhaps because
of the demand placed by line managers to address the immediate operational needs
(see chapter 5). In the case of the domestic banks, another reason was the state of
development of the HR function. We highlighted in section 8.1. above and chapters
5 and 7 that the HR function started to develop in the domestic banks post reforms
and privatization which meant that they had yet to formalise, upgrade and introduce
HR practices and processes. Hence, there was a substantial focus on improving the
performance of the HR function in these areas. Our finding confirms previous
research by Ulrich (1997), Caldwell (2003), Torrington et al., (2008) which posits
that HR effectiveness can be achieved only when business needs are fulfilled, for
which it is necessary that both the administrative and strategic role are dispensed and
operational excellence is also achieved.
Moreover, our analysis highlighted that the strategic role of the HR function was
beset by the ambiguous comprehension of its concept, the contrasting perceptions of
HR and line managers related to the utility of this role and the disparate opinions on
what constituted as evidence of such a role, in the case-study banks. For example,
line managers in most case-study banks contended that HRs utility was in designing
best practices, in addressing business concerns and in providing excellent operational
and service support while HR managers stated that the function could add value
through strategic input and partnering in long-term initiatives, in addition to the
purely operational role.
A reason for the ambiguity in the strategic role was also the fact that this was an
emerging role for the HR function in the case-study banks which was challenged by
20
The discussion on the indicators of presence of a strategic HR role will provide details of this
assessment.
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the incumbent employees largely, as they were used to the status quo in which
traditionally and historically the HR function had no position in the strategy
formulation process. This finding confirms the position adopted by Morley et al.,
(2006) in their research which states that the contemporary (strategic) role of HR is
not acknowledged due to legacy concerns and is thus continuously challenged in
organisations. Also, it confirms the position taken by Truss (2008), Caldwell (2003)
and Morley et al., (2006), who purport that the new roles added to the ambiguity and
created role conflict. We add that since the strategic role had newly developed in the
case-study banks, there were issues of imbalances in the existing power structure and
the relationship between HR and line managers which resulted in conflict and
ambiguity related to the boundaries defined for the strategic role of the HR function.
The discussion in the following paragraphs relates to the evidence and indicators
studied in this research to determine whether or not the HR function was performing
what could be termed as a strategic role (see fig. 8.2). The choice of the dimensions
selected to study the presence of this role was grounded in extant literature (as
highlighted below). It was also driven by the intent to uncover the black box of what
constitutes a strategic role in the case-study banks and the assumption that a broad
yet integrated spectrum of description was required to understand this complex
phenomenon. The dimensions include the representation and participation of the HR
Head in boardrooms, strategic forums and the education and career background of
the HR Head (Truss, 2008; 2009; Kelly and Gennard, 2007; Hall and Torrington et
al., 2008), the written HR strategy linked with strategic objectives (Truss, 2008;
Golden and Ramanujam, 1985) and the development of long-term, proactive and
transformational HR initiatives (Caldwell, 2003; Guest and King, 2004). As we
discuss in detail below, our analysis indicated that these dimensions had some sort of
a role in establishing the credibility of the HR function and the role it dispensed in
the case-study banks.
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Figure 8.2: Factors that influence the HR role
Devolution
- Distribution of HR
practices
- Aspects of devolution
Decision making
Implementation
Influence
Role of the HR
Function
Influence
Skill Set
- Qualification
- HR specific
Experience
- Training
Different skills for
different roles.
Influence
Structure
- Corporate HR team
- Specialists /
Generalists
- Role of relationship
Managers
- Centralisation /
Decentralisation
- Delivery of HR services
- HR to employee ratio
- HR skill-set
In the case of the reporting relationship of the HR Head and representation of the HR
function on the board of directors and in the management committees, our findings
highlighted that the HR function was not represented on the board of directors in any
of the case-study banks and there seemed no intent to do so in the near future. This
finding conflicts to some extent with that of Brandl and Pohlar (2010) who report
that in cases where the HR Head is not part of the Board of Directors, there is an
aspiration on the part of the HR function to gain a seat in the coveted body.
However, this finding confirms the position adopted by Caldwell (2010), who on the
contrary, challenged this notion and claimed that a seat on the board of directors is
not necessary for a strategic role and holds a symbolic value only. Also, Guest and
King (2004) and Caldwell 2004) state that there is a limited influence on the
adoption of a strategic role by the HR function even if it is present on the board of
directors, as the board is not a strategic body. Further, it leads us to suggest that the
HR function can alternately influence decision making through the reporting line and
presence in management committees. A similar position is adopted by Kelly and
Gennard (2007) as well.
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Our analysis provides evidence of the HR function being represented in the

management committees in all case-study banks and the HR Head having a direct
reporting relationship with the CEO / President of the bank (barring WESTERN
BANK and TRANSCO BANK which were small in size). The presence of HR Head
in management committees, the upper tier of strategic decision makers, does
seemingly indicate that there was an intention of the senior management to include
the HR perspective in key decisions of the organisation. This representation also
points to the intent of the HR function in the case-study banks to enhance its profile
and to gain a position in the decision making forums. Similar conclusions were
drawn by Truss (2008; 2009) and Torrington et al., (2008) in previous research. Our
finding confirms the position adopted in previous research by Legge (1978), Guest
and King (2004) and Kochan (2007) who state that a constant struggle of the HR
function to enhance its profile and eliminate concerns of power and credibility led to
the HR function adopting a business driven, long-term, strategic role. However,
despite the inclusion of the HR function in the management committees, the
influence of the HR function in the working of the management committee appeared
to be minimal. Hence, it can be inferred that a token presence on the management
committees does not necessarily result in a change in the orientation of the HR
function from a predominantly operational to a strategic one.
Prior to discussing the disposition of the HR Head, we elaborate on the distinction

between and need for studying embedded and institutional factors. This distinction
between the surface / institutionalised and embedded nature of evidence was
essential for us in augmenting the argument of what merely exists does not translate
into something meaningful. It also implies that evidence of the strategic role must be
evaluated in-depth because the tendency to take things at face value can result in
simplification and generalization.
Sheehan (2005) also report that although
organisations have made certain symbolic and ritualistic changes in integrating the
HR function with strategy, yet these changes have not resulted in the HR function
dispensing a strategic role. Thus we suggest that symbolic changes must be studied
in conjunction with the embedded factors such as the will of the HR Head, mindset
of the senior management, development stage of the HR function and the traditional /
historic role of the HR function in an organisation. This is because these factors
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appeared to be more profound in their impact on the strategic role of the HR function
than the more apparent factors in our research.
Related to the dimension of disposition of the HR Head, our analysis uncovered that
the profile of the HR Head and their disposition was secondary in nature to the
institutionalised role of HR formalised and embedded position of the HR function in the case-study banks. But where this was absent and the HR function was
embodied by the HR Head themselves, the personal disposition became significant.
Also, our analysis highlighted that where the HR function was institutionalised
(GLOBAL BANK), the strategic role of the HR function appeared to have the
support of senior managers and line managers had a positive mind-set and were
willing to accept this role to some extent. This finding confirms previous results of
Sheehan (2003) and Truss et al., (2002) who posit that where senior management
supports the HR function, there is a greater emphasis on involving the function in
strategic activities which include long-term strategic planning and proactive
initiatives.
Additionally, where the HR function was not institutionalised, like in VINTAGE

BANK, CLASSIC BANK and TRADITIONAL BANK for example, the legacy
effect and low profile of the HR function historically, appeared to restrict the
adoption of a strategic role by the HR function. These findings confirm the position
adopted by Sheehan (2003) and Budhwar (2000) who state that a formal position of
HR in the organisation provides support by top management which is crucial in
defining the profile of the HR function which is significant in, and indicates the
presence of a strategic role of the HR function.
Thus, we suggest that an
institutionalised HR function appears to be more indicative of a strategic role

orientation of the HR function.
Amongst the eight case-study banks, only one bank GLOBAL BANK exhibited a
strategically integrated and streamlined HR function and this exception was
noticeable in its impact. The opinion of HR function in the said bank was included
and given weight in all major decisions and the function had a higher profile and
status in the organisation which leads us to suggest that this high profile was
sustainable. This suggestion gains further credibility from the fact that across the
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domestic banks examined, there appeared to be an absence of an institutionalized HR

function which was covered by the profile of the HR Head (career background,
assertive personality, understanding of the business, career in HR and networking
ability). However, the elevated profile of the HR function in these banks did not
appear to be sustainable because our analysis revealed that the HR Heads (especially
in MODERN BANK and CLASSIC BANK) felt that in their absence the HR
function would have difficulty in maintaining its profile, which they had enhanced.
For example, our findings indicate that the strong corporate background and will of
the HR Head to assert their agenda was dependent on their continued presence in the
banks.
In our analysis, the HR Heads background of work experience in the HR function
and their business acumen appeared to be more significant as compared to the
informal network established by the HR Head. This is because we found that the
networking activity of the HR Head in TRADITIONAL BANK, with a weak
understanding of the business was unable to significantly influence the profile of the
HR function, while in MODERN BANK the business acumen and corporate
experience of the HR Head resulted in a relatively better profile of the HR function.
The better profile of the HR Head in this bank influenced the adoption of some
semblance of a strategic role by the HR function. However, this finding differs from
that of Caldwell (2010) and Tregaskis et al, (2005) who found that the informal
networks created by the HR Head positively impacted the pursuit of the HR function
to perform a strategic role. The finding also appears to differ with the conclusions
made by Gennard and Kelly (1998) and Truss (2000) who state that networking in
the corridor of power increases the credibility of the HR function. Thus, despite
some evidence that the profile of the HR Head was significant in shifting to a
strategic role by the HR function, our results seemed to indicate that personal
variables took a backseat to an institutionalised HR function. For example, the
inclusion of the HR functions perspective in strategy formulation appeared to be
more prominent where the function was embedded in the institution (GLOBAL
BANK) rather than personal characteristics (MODERN BANK and CLASSIC
BANK).
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This leads us to discuss the dimension of the nature of initiatives undertaken by the
HR function, as an indicator of the presence of a strategic role of the HR function in
the case-study banks examined. According to Truss (2008; 2009), Buyens and De
Vos (2001), Wilkinson and Marchington (2005) and Brockbank (1999), an attempt
to gain strategic orientation by the HR function is evident in the initiatives it
undertakes. Long-term, proactive and transactional activities of the HR function
have been highlighted in extant literature (cited in the preceding sentence) as an
indicator of a strategic role. Our analysis confirms the findings of this body of
literature, because as stated earlier in this chapter, no significant presence of a
strategic role was evident in seven of the eight case-study banks examined. This is
due to the fact that the HR function mostly undertook short-term, reactive and
transactional activities, which according to the researchers indicates a focus of the
HR function on performing an operational role. GLOBAL BANK was an exception
in our sample banks where the HR function was structured distinctly into three
elements and the business partners performed the strategic role related to the HR
function. In the following paragraphs we provide examples of short and long-term
initiatives, reactive and proactive work and transaction and transformational
activities in the case-study banks to support our argument, above.
In the case of short-term and long-term initiatives, our analysis revealed that in four
case-study banks (VINTAGE BANK, TRADITIONAL BANK, WESTERN BANK
and TRANSCO BANK), the HR function was unable to implement a long-term
agenda in the initiatives undertaken which limited its ability to contribute in the
strategic arena. In addition to the low profile assigned to the HR function by line
managers, other factors like the dictation of line managers, insufficient resources of
the HR function and conforming to global standards (foreign banks only) also
impeded the HR functions intent to fulfil this agenda. Line managers dictated the
HR function to address their short-term requirements and their political clout
restricted the HR function from undertaking long-term initiatives on their own. The
evidence provided, highlighted only a few instances in three case-study banks
(MODERN BANK, CLASSIC BANK and GLOBAL BANK) where the HR
function was able to make a deliberate and successful attempt to resist the dictation
of line managers. Moreover, the HR function itself lacked resources and skills to
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develop strategic foresight required for integrating its role with that of the strategic
objectives of the banks.
In the case of proactive vs. reactive initiatives, our analysis again highlighted a shift
in the HR function, which was not very significant, towards taking proactive
initiatives in the case-study banks examined. However, mostly evidence indicated
that the HR function, across the case-study banks (barring GLOBAL BANK)
continued to be directed by line and senior managers in its activities. The senior
management in most cases involved the HR function at the operational stage rather
than giving them an opportunity to take a leadership role in launching their
initiatives and the HR function appeared to invest more time in initiatives related to
the improvement of operational efficiency. Our findings provide credence to the
position adopted by researchers like Cascio (2005), Roehling et al., (2005) and
Wright and Snell (2005) who state that the HR function is now expected to perform a
prominent and proactive role in the organisations but evidence of the extent to which
HR has been successful is yet inconclusive.
Further, related to the transactional or transformational activities performed by the

HR function, there emerged only a few instances where the HR function in the banks
studied was undertaking transactional activities. The reasons cited for the lack of
transformational activities included a less developed IT infrastructure and an almost
complete responsibility on HR managers to implement all the HR activities. Hence,
despite the intent of the HR function to perform a strategic role, it did not appear to
have achieved much success in retracting itself from transactional activities, in at
least five case-study banks (VINTAGE BANK, TRADITIONAL BANK, FS1,
WESTERN BANK and TRANSCO BANK). This finding is noteworthy as Ulrich
(1997) assumes that HR managers are willing to delegate their tasks to line managers
in order to focus on transformational activities. His proposed three legged model
relies on the assumption that business partners are not interested or willing to
undertake transactional activities so that there is time available for them to dispense
strategic HR advice to line partners.
We add that the assumption may not hold true for where the structure of the HR
function is not organised based on his model and hence, other organisational factors
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like status of the HR function, legacy effects, development stage and traditional role
of the HR function must be studied in conjunction.
For example in banks
WESTERN BANK, ANGLO BANK and TRANSCO BANK, the small local HR
functions were understaffed and overworked and hence did not have the time,
capacity or mandate to perform transformational work. Our suggestion to extend the
findings of Ulrich (1997) is underpinned in the evidence emerging from at least two
case-study banks (VINTAGE BANK and TRADITIONAL BANK) where the HR
managers in some instances appeared less willing to devolve their work to line
managers out of fear of redundancy. The status of the function in both these banks
was low and traditionally line managers dominated most of the decision making even
in policy areas related to HR.
Additionally, related to the dimension of strategy formulation, our analysis

highlighted that in general, across the case-study banks, there was an insignificant
integration of the HR function with the strategy formulation process. The reasons
which emerged included a low opinion of line managers of the capacity, capability
and skill-set of the HR function to perform in this capacity. For example, the line
managers in most case-study banks were sceptical of the strategic value of the HR
function and expected only a transactional role from them.
GLOBAL BANK
appeared to be an exception because the business partners were actively involved in

the strategy formulation process related to their business units. This finding appears
to conflict with the intent of the HR function to become more strategic because Truss
(2009) and Boxall and Purcell (2003) have emphasised the need for aligning HR
strategy with the organisations business strategy and the involvement of the HR
function in strategy formulation in order to do so.
8.4. Devolution as a means for influencing the attainment of a strategic HR role

In the previous section, we discussed the debates featuring the role of the HR
function and our contribution which highlighted that the HR function in the casestudy banks, situated in Pakistan, did not significantly dispense a strategic role.
However, there was evidence of a shift towards developing a strategic role for the
function which was evident in this intent being the underlying reason for the changes
in the HR function. In this section, we extend the debate to include the influence of
the devolution of HR activities to line managers, to understand how devolution or
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lack thereof influenced the intent of the HR function to perform a strategic role. This
discussion will integrate the role of devolution in the debate on the HR function and
its strategic role and will provide answers to our research question which seeks to
uncover how devolution of particular HR responsibilities to line managers (if at all),
influenced the HR functions intent to attain a strategic role orientation in the casestudy banks.
The key themes discussed in this section include the nature of
devolution, the contrasting perspective of HR and line managers, the extent of

devolution in various HR practices and the challenges which confront the attempt to
devolve HR activities to line managers.
Devolution is considered significant for developing strategic relations between HR

and line managers by Sheehan (2003), Larsen and Brewster (2003) and Purcell and
Hutchinson (2007) and research by Kulik and Perry (2008) suggests that devolution
is an opportunity for the HR function to transform itself into a strategic function.
Our key finding from the analysis in chapter 6 which explored the phenomenon of
devolution was that, little evidence of significant devolution existed in the case-study
banks which impeded the efforts of the HR function to achieve a strategic
orientation. However, there was evidence of an increasing role of line managers in
decision making aspect of some HR activities across the case-study banks but the
extent of devolution varied. Our finding confirms previous research by Dany et al.,
(2008), Sanders and Frenkel, (2011) and Keegan et al. (2011) who posit that while
devolution of HR responsibilities to line managers is a key characteristic of modern
HRM, diversity prevails in the shape, involvement of line managers and extent of
devolution in international studies examining the phenomenon.
Some additional examples from our research which confirm the findings of previous
studies cited in the preceding paragraph include, in the case of extent of devolution,
the willingness and relatively greater involvement of line managers in HR activities,
in one case-study bank, GLOBAL BANK. One or more of the following could be
the reasons for this greater involvement: support of senior managers for devolution,
the global HR norms and procedures and the three legged structure of the HR
function which facilitated greater interaction between HR and line managers.
Further, related to the shape of devolution, our analysis highlighted that in domestic
banks VINTAGE BANK and TRADITIONAL BANK what appeared to be
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devolution at the surface, was not in reality a transfer of HR activities to line

managers. This implies that devolution might exist in organisations but without the
complicit effort of the HR function as concluded by Kulik and Bainbridge (2006) as
well.
Rather, in these case-study banks, line managers had always dominated the decision
making aspect in most HR activities because historically the HR function had only
performed administrative work (for many decades), the function had a low profile
and it was in the early stages of its development. However, despite the dominance of
line managers in HR activities in these banks, there was not much evidence of the
presence of the HR function in the formulation of the overarching policies. This
leads us to suggest that the involvement of line managers in HR activities does not
necessarily indicate that the HR function is or is becoming strategic in its orientation.
This suggestion needs to be interpreted with caution as we highlight next that
devolution of the decision making aspect may not provide extra time for
participating in strategic forums because it is the implementation aspect of HR
activities which takes most time.
Related to the nature of devolution, we support the views of Cascon-Pereira et al.

(2005) who state that devolution is a multifaceted and deceptive phenomenon which
needs to be studied in context of the tasks and responsibilities that are devolved.
They state that it is important to identify whether line or HR managers have the
decision making, financial and expertise powers related to the devolved HR activity.
Our study explored devolution in the case-study banks through a distinct analysis of
the aspects of decision making and implementation and found that devolution had
occurred to an insignificant extent because even where devolution was evident, line
managers were involved in the decision making aspect and not implementation.
Additionally, in GLOBAL BANK as well, where line managers had willingly
undertaken HR work, there appeared a hesitance on their part to share in the
implementation aspect.
This finding conforms to the views of Cascon-Pereira et al. (2005), because analysed
outwardly it appeared that devolution had occurred to quite an extent but when
viewed in context of their definition, it appeared that devolution of the
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implementation aspect was minimal except in GLOBAL BANK, to some extent.

Further, our conclusion that devolution was low was also influenced by the fact that
the HR function continued to hold the power to allocate the budget for employee
training for example, in most case-study banks examined, with the exception of
GLOBAL BANK and the remaining three foreign banks. Ibid. (2005) state that
exercise of the financial and legal powers by the HR function in the devolved HR
activities indicates that a low level of devolution has occurred in the activity.
Furthermore, our analysis revealed a contrasting perspective / perception of HR and

line managers related to the contested understanding of devolution, its purpose and
its benefits, in the case-study banks examined. In terms of the understanding of
devolution, as stated above, the perspective of HR managers in the case-study banks
was that the implementation aspect related to HR practices also needed to be shifted
to line managers. However, line managers were willing to take ownership of the
decision making aspect but were less inclined to take part in the implementation
aspect, except in GLOBAL BANK where the line managers were relatively more
involved in this area. For example, they shared more in the implementation of the
training and employee relations practices. These contrasting perceptions appeared to
impede the efforts to devolve HR activities and consequently, the HR function was
limited in its intent to adopt a greater strategic role. Similar findings related to the
contrasting perspectives of the two stakeholders were reported by Mitsuhashi et al.
(2000) and Kulik and Perry (2008), in earlier research.
In addition, our analysis in chapter 6 suggests that the HR managers, more so in the
domestic case-study banks, perceived that line managers did not want to undertake
HR work and expected them to deliver the administrative support related to all HR
activities. This is perhaps because of the status line managers had traditionally
attained in these banks and the low profile of the HR function which resulted in the
disdain of line managers to perform HR work. Further, our analysis highlighted that
HR managers believed that the purpose of devolution was to transfer operational
responsibility of HR practices to line managers, in addition to the decision making
aspect, so that they would have time to deliver strategic value to the organisation.
McGuire et al. (2008), Truss (2008) and Caldwell (2003) have previously found that
HR managers perceive that devolution of HR work to line managers can relieve time
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for HR specialists to undertake the development of overarching employee-focused

policies which enhance the strategic contribution of the function. Also, our analysis
highlighted that the HR managers felt that devolution of HR work to line managers
would improve the relationship of the latter, with their employees.
Kulik and
Bainbridge (2006) also found that HR managers perceived devolution provided line
managers an opportunity for greater involvement in the organisation.
In contrast with the perspective of HR managers above, our analysis in the casestudy banks highlighted that line managers perceived that the HR function pushed
tedious and mundane tasks to them on the pretext of attaining a greater strategic
orientation. This finding in part, conforms to the position stated by Conway and
Monks (2010) who highlight that line managers view devolution as a way to increase
their responsibilities in difficult to implement policy areas. Hence, we found that
line managers did not appear to agree with this interpretation of devolution and
considered that instead of implementation, a greater role for them in the decision
making aspect could enable the development of a better HR-line relationship. In our
view this improved relationship could facilitate the transformation of HR into a
strategic function which it intended to, but was unable to attain in the case-study
banks examined. Sheehan (2003) also highlight in their research that a strong HRline relationship can facilitate in building a strategic HR function. Thus, we can
confirm the findings of Renwick (2003) who state that line managers may not
welcome the devolution of HR responsibilities to them.
Further, our analysis in chapter 6 highlighted certain findings which related to the
distribution of HR practices between HR and line managers and indicated that the
HR function continued to perform more of an operational rather than a strategic role.
In conformity with Purcell and Hutchinson (2007), Brandl et al. (2009) and CIPD
(2003; 2007) who highlighted that a only blurry line of division existed in the role
of HR and line managers in the design and implementation of HR practices, we also
found that sketchy boundaries demarcated the roles of the stakeholders.
This was
evident in our findings because we created five distinct categories to understand the
extent of devolution; three of these categories can be identified as those which
comprise the sketchy or blurry boundaries. They include shared, shared with mostly
HR in the lead and shared with mostly line managers in the lead. We add that the
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sketchy boundaries are an impediment for the process of devolution, the lack of
which ultimate restricts the dispensation of a strategic role by the HR function.
Moreover, in conformity with the research by Purcell and Hutchinson (2007) and
Brandl et al. (2009), we found that there were only few areas like employee relations
for example, where the HR function had sole responsibility and in conformance with
Larsen and Brewster (2003) we found that most HR activities were shared between
HR and line managers to a varying extent.
In addition we found that line managers were willing to accept devolution in certain
HR practices like compensation and benefits and recruitment for example, but HR
managers were less willing to devolve in these areas. Earlier, Hope-Hailey et al.,
(1997), also reported that line managers were generally found to be interested in
sharing responsibilities related to resourcing while the HR function maintains a
primary and dominant role in compensation and employee relations. In the domestic
banks at least (especially VINTAGE BANK and TRADITIONAL BANK), we found
that one reason for this was the supposition of HR managers that fragmentation of
the HR activities could threaten the existence of the function. A similar conclusion
was reached by Kulik and Perry (2008) who stated that the HR function is at times
threatened by the fragmentation which results from devolution because it can dilute
the status of the HR function and render it redundant.
Moreover, our analysis of devolution in the five HR practices revealed that

devolution had occurred to a relatively greater extent in the practices of performance
management and recruitment and selection in the case-study banks, but only in the
decision making aspect. The finding confirms extant research by Maxwell and
Watson (2006) and Purcell and Hutchinson (2007) who found that devolution
occurred most in areas of performance appraisal and resourcing, for example. The
reasons emerging from our findings include the job market dynamics (high job
mobility and competition) in the case of recruitment and selection, for which quick
decision making was required, so line managers exerted their influence to lead in the
decision making aspect.
In the case of performance management systems, the
decision making and implementation, to some extent, were devolved but with little
willingness of line managers.
This confirms previous findings by Kulik and
Bainbridge (2006) who stated that line managers were more likely to perform
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activities related to day to day people management issues like performance

management and promotion decisions. However, there was equal evidence of the
disinterest of line managers to partake in this practice because mostly employee
grievances and dissatisfaction emanated from this area. Hence, we concur with the
findings of Ibid. (2006), who stated that some responsibilities were difficult to
implement so no stakeholder was willing to take ownership of them; performance
management systems was one of those practices. Also, Conway and Monks (2010)
confirm that line managers perceived that the difficult HR practices were
intentionally devolved to them.
Another related finding from our study was that, in general, compensation and
benefits (across the case-study banks) and training and development and employee
relations (in the domestic banks) appeared to be the least devolved HR practices.
Lesser devolution in the practice of training and development appears as a unique
finding from our study because extant research (Purcell and Hutchinson, 2007;
Maxwell and Watson, 2006 and Kulik and Bainbridge, 2006) generally indicates that
line managers share in performing this HR activity. Ibid. (2006), state that line
managers enjoy employee coaching, orientation and training as it gives them a
greater sense of satisfaction. The lack of devolution in training and development in
the domestic case-study banks was a result of the separation of the Training /
Learning and Development Department from that of the HR function in at least two
banks (VINTAGE BANK and MODERN BANK); the head of these departments in
both banks reported directly to the CEO / President. Thus, it is apparent that this
activity was considered as a specialist activity for which HR managers were bettered
suited than line managers who would require training for this purpose.
As a
consequence, line managers were not required to provide much support in this
practice because it was managed by the specialists.
Similarly, we found that employee relations was an area least devolved in the
domestic banks while in the foreign banks line managers shared in the dispensation
of this activity because of the global HR procedures and cultural norms of these
case-study banks. The low profile / status of the HR function in the domestic casestudy banks and the time consuming nature of this activity inhibited greater
involvement of line managers in this area. Likewise, low devolution appeared to
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have occurred in the case of compensation and benefits which was intended and had
the support of senior managers. Our findings highlighted that senior managers
wanted decision making and implementation to be centralised in this case because of
concerns related to maintaining consistency and fairness. Earlier, Cascon-Pereira et
al., (2005) also found that the HR function generally retained the financial power in
the case of compensation and benefits, with the willingness of senior managers.
Thus, compensation and benefits was the most contested HR practice in which line
managers wanted to influence decision making but were unable to do so.
Our last major finding related to the devolution of HR practices revolved around the
conflicts in the perception of HR and line managers and consequently the challenges
faced by HR, senior and line managers. The most noteworthy challenges confronted
by line managers included the disdain for HR work, their workload, the priority to
meet business goals, the insufficient skill-set to perform HR work and the lack of
associated rewards and recognition.
On the end of HR managers, the lack of
business acumen, restrictive HR policies and fear of redundancy of the function in

the public sector banks challenged the initiatives of devolution. In the case of senior
managers, their mindset was a source of concern. We found these challenges to
impede the efforts towards devolution and ultimately appeared to restrict the
attainment of a strategic role orientation by the HR function. As such, the challenges
were quite similar across the case-study banks examined but their extent varied to
some degree. This leads us to suggest that the challenges are deeply rooted in the
HR-line relationship and hence disregard other contingent factors like the culture of
the organisation, the status of the HR function, the strength of the skill-set and even
the structural changes in the function which are made to facilitate the development of
a strategic relationship between the two stakeholders.
The disdain for HR work appeared more strongly in the domestic case-study banks
because of the status of the HR function but across the entire sample of banks line
managers contended that the work of HR should be performed by the function,
otherwise the role of the function would be marginalised in the organisation. In the
case of status of the HR function, the disdain stemmed from the fact that HR was a
support function so the implementation of HR work should be assigned to them in
the capacity of support staff. In the case of a general inclination of line managers to
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avoid performing HR activities, our findings match with those of Whittaker and
Buyens and Ans De Vos (2001), Whittaker and Marchington (2003), Kulik and
Perry (2008), Renwick (2003) and Harris et al., (2002) who state that line managers
do not view HR responsibilities as important enough to warrant their involvement.
Further, we can also confirm findings by Conway and Monks (2010) who suggest
that line managers feel over-burdened with the task of managing the additional HR
responsibilities and Maxwell and Watson (2006) and Gibbs (2003) who found that
line managers were resistant to HR work because of the demands of their own jobs.
This is because our analysis revealed that line managers continued to view the HR
work as a peripheral task appended to their core job and they ranked HR activities as
low on their priority list due to time and resource constraints.
Additionally, we found that line managers were not well equipped to perform in
people management roles and they lacked adequate training in the area. Similar
findings were reported by Stanton et al., (2010) and Marchington and Wilkinson
(2002) who stated that an adequate skill-set was the key to ensuring that line
managers did not make costly mistakes while implementing the HR practices. Also,
Truss and Katz (2002) posit that there is a significant difference in the style of line
managers and the level of their people management skills which creates
inconsistency in the implementation aspect and results in the ineffective delivery of
HR services. We noted similar evidence in our research as some line managers
stated that they were not confident of how to deal with employee concerns and
grievances. Hence, in conformity with Larsen and Brewster (2003), we conclude
that the desire, capacity, ability, training and conservatism of line managers have the
tendency to impede the devolution of HR practices.
Moreover, our analysis highlighted that line managers also had reservations related
to the skill-set of HR employees which they felt was inadequate to perform in a
strategic role.
Hence, they felt that HR managers existed only to perform
administrative / operational work for which they were trained. Further, we found
that line managers in the case-study banks perceived that the HR function formulated
restrictive and impractical policies that rendered the application of these policies
difficult. This is in conformity with the findings of Conway and Monks (2010),
Qadeer et al., (2011) and Whittaker and Marchington (2003) who posit that the HR
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function formulates policies that look good on paper but do not translate well in
reality. Lastly, our findings indicated that line managers were of the opinion that HR
policies were not aligned with the business concerns and requirement which made it
difficult to conform to them. For example, we highlighted that abiding by the
procedural requirements created delays in hiring employees and fixing compensation
packages which resulted in lost talent in a competitive market with a high employee
turnover rate, in Pakistan. Our finding conforms to that of Kulik and Perry (2008)
who found that HR policies which were perceived to be in conflict with business
requirements were contested by line managers. These challenges faced by the key
stakeholders emerged as the main barriers to the devolution of HR practices.
8.5. Structure of the HR function and skill-set of HR employees as influencers of

a strategic HR role
The discussion in the previous section focused on the influence of devolution on the
role performed by the HR function in the case-study banks and concluded that there
was evidence of a low degree of devolution across the banks examined with
GLOBAL BANK emerging as an exception. Consequently, the lack of devolution in
HR practices was unable to facilitate the HR function to adopt an intended, strategic
role. Extending this debate, in this section we integrate the influence of the HR
structure and skill-set of the HR employees on the role being performed by the HR
function. Our findings related to the HR structure emanate from a study of the
corporate HR team, specialization through clustering and segmentation of HR
activities, centralisation of HR activities and the role of Relationship Managers. In
addition, we also draw into the discussion, the role of the HR business partner which
was truly evident in one case-study bank GLOBAL BANK.
Our findings of the variation in the design of the HR structure led to an

understanding of its significance for the HR function in its pursuit to attain a
strategic role in the case-study banks. Hence, the impact of the structure of the HR
function emerged as a fundamental theme in our study. This is aligned with the
findings of Purcell (2003) who state that the HR structure is being renewed gradually
to affirm the adoption of a strategic role; and Lawler III and Mohrman (2003) who
posit that the HR function needed to focus on changing its design and configuration,
skill-set and the means of transmission of HR activities if it aspired to become
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strategic in its orientation. Further, we found that aside from the stated intent to
perform a strategic role, in addition to the operation role, the structure of the HR
function underwent changes that were driven by the need to adjust for increased
competition and to reflect the global-subsidiary presence. Similar findings were
earlier reported by Schuler (2000) in the case of competition, Harvey et al., (2000) in
the case of global-subsidiary relationship, Lepak and Snell (1998) in the case of
multiple roles and were more recently implied by Ulrich et al., (2008).
From the analysis reported in Chapter 7, there emerged some noteworthy findings
related to the structure of the HR function in the case-study banks. Firstly, there was
evidence of development in the structure of the HR function which was largely due
to HRs intent to perform a strategic role.
However, when implemented, the
underpinned reasons emerging from our study lead us to suggest that the changes
were primarily a response to meet the demands of line managers for better service
delivery.
Also, despite the presence of a corporate HR team in five of the eight case-study
banks, its influence in strategy formulation was minimal. The corporate HR team in
the banks was inclined towards establishing control, consistency and standards in the
delivery of HR services, in the back drop of an inadequate skill-set of HR employees
and the insufficient availability of HR specialists / experts.
As a result, the
Corporate HR team was limited in its attempt to provide strategic input. Secondly,
our research also unveiled a distinct trend in the changes that occurred in the
structure of the HR function. If anything, the structure of the HR function in most
case-study banks had transformed to achieve greater specialisation. However, in the
immediate future, this specialisation was not aimed at developing a centre of
expertise but instead several HR services were clustered under one specialist to
whom the other HR managers also reported, due to concerns of cost and
convenience.
This impeded the ability of the specialists to develop centres of
expertise because of the increased administrative workload of monitoring the

associated operational work.
Thirdly, our study revealed that the role of the
Relationship Manager in the case-study banks (where the position existed) could
have been developed into that of an HR business partner but this did not happen due
to an inadequate skill-set and their assigned mandate. Hence, our study found that
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the developments in the structure of the HR function did not contribute significantly
towards the effort to perform a strategic role.
Before we discuss the structural configuration of the HR function, we briefly identify

the perspective prescriptive and empirical literature on the subject. Prescriptive
literature extensively debates on the ideal design of the HR structure; this is one
which can fulfil the strategic demands placed on the HR function. Ulrichs three
legged model prescribes that with the distinction between generalists such as
business partners, shared services and specialists (centre of expertise), the HR
function can assume a greater strategic role. However, the traditional view discussed
in literature posits that an HR department which is configured according to the
strategy of the organisation is better equipped to accomplish a strategic integration of
the function in the organisation.
Our results do not completely harmonize with either of the two bodies of literature
because the HR function in the case-study banks overtly intended to bring changes in
the structure through introducing some positions similar to those highlighted in
prescriptive literature for developing a strategic focus but in actual the underpinned
reasons pointed towards organisational contingent factors like size, ownership,
availability of expertise, convenience of location and consistency. These factors
form part of the broader variables which define the strategy of an organisation which
is highlighted in the traditional view propagated in most of the empirical literature.
For example, the focus of the HR function was on gaining operational excellence to
meet the immediate demands of line managers which required that most time,
resources, initiatives and training opportunities were channelled in this direction.
This finding is aligned with that of Roebuck (2008) who state that the credibility of
the HR function first and foremost depends on the delivery of core HR services.
Consequently little time was available with the corporate HR team, cluster Heads
and Relationship Managers to perform meaningful strategic work.
Hence, the
growth of the HR function at best appeared to be planned to satisfy the short-term

expectations of line management and at worst did not facilitate the development of
specialists and Relationship Managers as the strategic arm of the function.
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We now discuss the various structural changes that were introduced or were present
in the HR function of the case-study banks examined in order to uncover their
influence (if any) on the role performed by the HR function. Our study revealed that
the corporate HR team was established in the case-study banks (barring the three,
small foreign banks) largely to maintain control, consistency, standards is service
delivery and to facilitate communication but the team was unable to expand in the
intended role of participation in strategy formulation. This was primarily a result of
the corporate HR team being burdened with the transactional work due to the
shortage of expert / skilled HR employees. The business heads resultantly
communicated with members of the corporate team to address their concerns which
shifted the burden of some transaction work on them and they were left with less
time to contribute in a strategic role.
In the three small sized foreign banks
WESTERN BANK, ANGLO BANK and TRANSCO BANK that did not have a
corporate HR layer, the problem of time was even were more critical because the HR
Head who represented the HR function at strategic forums was also monitoring the
transactional HR work with a team of generalists and one or two specialists working
below them.
In the case of centralisation of HR processes / activities, our findings highlighted that

predominantly the approach of centralisation was followed in five case-study banks.
This finding corresponds with findings by Khilji (2004) and Islam (2004) who found
that decision making was usually concentrated at the top in the organisations
operating in Pakistan. The reasons for centralisation in VINTAGE BANK and
TRADITIONAL BANK which were respectively large and medium in size, included
the objective of ensuring consistency and control, in addition to the weak IT
infrastructure and skill-set of HR employees which necessitated the decision making
be kept centralised. This finding conforms to that of Caldwell (2003), Lorenz
(1993), Drucker (1999) and more recently Ulrich et al., (2008) and Selden (2010). In
WESTERN BANK, ANGLO BANK and TRANSCO BANK, the reason appeared to
be the small size and scale of operations of these banks which made the adoption of
any other approach or structural configuration such as the three legged model,
infeasible, both administratively and financially. Also, the small size of the HR
workforce appeared to restrict any attempts to decentralise.
Further, a hybrid
approach which was a combination of centralisation with some decentralisation was

306
adopted in three case-study banks GLOBAL BANK, CLASSIC BANK and

MODERN BANK. However, it was only in GLOBAL BANK that decentralisation
was adopted to align with the global HR structure of a three legged model. Our
finding confirms that of Selden (2010), who state that a mix of centralisation and
decentralisation is adopted to conform to the global standards and practices. In the
remaining two domestic banks, the underpinned reasons were ease of location and
infrastructure.
Related to the trend of specialisation, we highlight that Torrington (1989) argued that
no matter how skilful line managers become with their competencies, there will still
be a place for internal HR activity. The findings from our case-study banks also
align with the position stated by Torrington (1989), because the emerging trend to
structure the HR function in most case-study banks examined was to develop
pockets of specialist teams in specific HR services.
This was done through
instituting autonomous departments, clustering and / or segmenting activities across

regions, but under one specialist or skilled and experienced HR employee. The
prevalence of specialist teams was greater in the large and medium sized banks but
in the small sized banks (WESTERN BANK, ANGLO BANK and TRANSCO
BANK) there were one or two specialists only, while the remaining team comprised
of generalists who performed in multiple HR areas. This finding aligns with both
practitioner (CIPD, 2006; 2007) and academic research (Caldwell, 2003) that points
to the presence of HR teams consisting of generalists in smaller organisations and
specialist teams consisting of HR professionals in large organisations. Related to
instituting separate specialist departments, we find examples of a separate Learning /
Training and Development department in two banks (VINTAGE BANK and
MODERN BANK), a department of Organisation Development in TRADITIONAL
BANK and MODERN BANK and a department of strategy in CLASSIC BANK.
In terms of the specialist teams, the findings emerging from our analysis in chapter 7
indicate that there was a trend in the banks examined to cluster several generalists
under one specialists domain (department or position). The reasons for this practice
included addressing budgetary and cost constraint, the inadequacy of depth and
breadth of skills of HR employees that were needed to develop separate centres for
specialists and generalists. Additionally, the HR function in the three small foreign
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case-study banks was operating with few HR staff which necessitated the clubbing of
some activities under one position.
However, we found that the clubbing of
activities resulted in the complexity of reporting of generalists to specialists which

resulted in the addition of administrative and transactional tasks to the workload of
the specialists. This impeded the efforts of the specialist heads to spare time for
developing specialist policies which were then managed at the level of the corporate
HR team or HR Head (in WESTERN BANK, ANGLO BANK and TRANSCO
BANK). As a consequence the latter were unable to participate actively in strategy
formulation which was the intended motive behind the structural change. Hence, we
found that this change in the HR structure in the case-study banks could only achieve
limited development in expertise as no Centre of Expertise was established. Further,
in conformity with Keegan (2004) we found that mere change in the structure of the
HR function, with the intent to attain strategic role orientation is not sufficient
evidence that the function has started to perform a strategic role.
Our third and last major finding pertaining to changes in the HR function, relates to
the role of the Relationship Managers. This position was created in five case-study
banks (VINTAGE BANK, CLASSIC BANK, TRADITIONAL BANK, MODERN
BANK and GLOBAL BANK) and was similar to that of an HR business partner.
Our stance is grounded in extant research (Caldwell, 2003; Ulrich et al., 2008; Ulrich
and Brockbank, 2005) to the extent that it states that the HR business partner may
either be aligned by department or region. This is because our findings highlight that
the Relationship Managers were aligned either by business units (TRADITIONAL
BANK), geographic regions (CLASSIC BANK and GLOBAL BANK), or both
(VINTAGE BANK and MODERN BANK) and they followed a dual reporting
relationship with HR and regional or business heads. However, our findings deviate
from those of the body of literature cited above with respect to the role performed by
the Relationship Managers. In this case, we found that in all the domestic banks, the
Relationship Managers regardless of the basis of alignment, did not provide strategic
input to line managers. Thus, we suggest that Relationship Managers were similar to
the HR business partners in the approach adopted to align them but they did not
conform to the role of a business partner, as ascribed in existing literature as they
primarily facilitated routine operational work rather than strategic work.
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Additionally, our findings pointed to the fact that the intent behind the institution of
Relationship Managers was to facilitate the attainment of a strategic HR role by
developing them into HR business partners. However, this potential was lost due to
the insufficient skill-set of these managers (lack of business skills) which impeded
their development in this role. Another factor impeding this aspiration was the
pressing demand of line managers for enhancing the efficiency and effectiveness in
service delivery due to which the Relationship Managers served as a virtual mini HR
function to the line managers, aiding them in their day to day activities.
Consequently this became their mandate and the corporate HR team felt that they
had gone native as they did not integrate their respective domains with the overall
HR strategy. A probable reason for the lost opportunity to develop them as business
partners (strategic role) can be attributed to the early development stages of the HR
function in which the emerging concept of an HR business partner was not
completely understood.
The only bank in our sample where the position and role of a business partner was
evident was GLOBAL BANK. The business partners in this bank worked in tandem
with the line managers to ensure that the HR perspective was inculcated in the
decisions made by their respective business units. Hence, they performed a strategic
role as ascribed in previous studies by Ulrich et al., (2008), Pickard (2004) and
Ulrich and Brockbank (2005). Also, GLOBAL BANK was the only exception in our
data set where the three legged model of Ulrich was implemented. In line with
research by Ulrich (1995; 1997), Ulrich and Brockbank (2005) and Francis and
Keegan (2006) we found the presence of business partners who functioned as
generalists to provide strategic input. Also present was a centre of expertise that
provided specialist input in various HR practices and acted as a reference point for
line managers, as suggested by CIPD (2007) and a centre for shared services that
provided the operational support. The centre for shared services has previously been
cited by Ulrich et al., (2008) as being responsible for transactional work and for
providing benefits of efficiency is service delivery.
After having discussed the influence of the structure of the HR function on the
attainment of the strategic HR role (or otherwise), we now integrate into our
discussion the last influencer examined in this research which is the skill-set of HR
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employees. Our study revealed that across the case-study banks and to a greater
extent in the domestic banks, the skill-set of the HR personnel varied to quite an
extent. This was a result of the composition of the employees who performed in the
HR function. There were a significant number of employees who were young and
newly hired; they had professional qualifications but lacked experience and the
necessary skill-set to perform in the capacity of specialists and strategic partners.
In the domestic banks, there was an equally strong representation of incumbent

employees who were less qualified but at times with more experience. However,
they lacked both the skill-set for emerging roles such as the strategic business partner
and for performing operational work which required learning of new skills such as
IT and communication skills. Hence, we agree with the findings of Truss and Katz
(2002) and Caldwell (2008) who state that there is a variance in the skill level of
employees within the HR function.
In these banks, senior and line managers
contended that apart from the new emerging skill-set for HR employees, there was a
need for function specific training as well, and more significantly HR employees
needed to develop leadership and networking skills to improve the profile of the HR
function and to represent its perspective assertively.
Previously Ulrich and
Brockbank (2005) and Caldwell (2008) have also identified network skills and
personal credibility as skills required by HR personnel in addition to business
knowledge which they propose is key for HR employees in developing a deeper
knowledge of the business and providing meaningful input. Hence, we suggest that
the skill-set of HR employees needs to be assessed from multiple angles which
include their qualification, experience and HR specific training because their
combined affect determines the strength or otherwise of the skill-set.
Further, our findings also highlighted that the two areas line managers felt the HR
employees lacked most in and thus needed to develop included, business knowledge
and strategic orientation because of which they felt the HR function had a weak
strategic role. Thus, we can confirm the findings of Inyang (2010), Ulrich and
Brockbank (2005) and Caldwell (2008) who found that the HR employees needed to
develop expertise in the business domain in order to perform in any strategic
capacity. An exception was GLOBAL BANK where the due to the role of the HR
business partners, there was a mixed perception with line managers reporting that
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some HR managers had developed business acumen but that they also needed to
develop depth in the area. Therefore, aligned with Tamkin et al., (2006), we also
found that the lack of business acumen impeded the ability of the HR managers to
perform in the strategic role of a business partner. Hence, we conclude that not
much significant change was evident in the skill-set of HR employees but the
awareness to overcome the most obvious inadequacies in the skill-set (business
acumen and strategic orientation) which were directly related to the dispensation of a
strategic role was evident. In addition to the low profile of the HR function and HR
Head, the lack of devolution and underpinned reasons for changes in the structural
configuration of the HR function, it was the lack of a skill-set in the emerging role of
a business partner that appeared to impede the intent of the HR function to adopt a
strategic role.
8.6. Implications for theory, methodology and future research

The findings and theoretical implications emerging from this study hold significant
value for researchers and practitioners alike. In this section, we discuss the
theoretical, methodological and future research implications of our study, to
highlight our contribution in the back drop of the limitations faced. It is hoped that
in future, studies examining the role of the HR function (whether strategic or
operational), will be able to further extend the debates emerging from this study.
The study employed a predominantly qualitative research design; data was collected
through 85 in-depth interviews of HR managers, senior managers, line managers and
two industry experts, in an attempt to incorporate the views of multiple stakeholders.
Also, the absence of prior related data in Pakistans setting which could have
provided this study a context was covered by the interviews of the two industry
experts. The case study method was chosen to report the data in order to embed the
findings in the context of the banking sector of Pakistan, especially the eight casestudy banks studied. Our intention was not to generalize the findings of this study
but it was to understand the why and how of the influences which facilitated and
impeded the attainment of a strategic orientation in the role performed by the HR
function. The sample of eight case-study banks was sufficiently deep to cultivate a
contextual and reflective insight into the strategic role of the HR function.
Considering that our research primarily focused on the state of the HR function and
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more specifically, the complex understanding of its role (mainly strategic or

operational), the data gathered through the case study method addressed these
requirements. However, to increase the generalizability of the findings, at least to
the extent of one sector, our sample banks included both foreign and domestic banks
of all sizes (large, medium and small) and within the latter category privatized and
private banks. This was done to include all the major categories of banks and to as
comprehensively as possible, cover the nuanced findings emanating from this varied
sample of banks.
The theoretical implications of this research extend across the realm of International
HRM to add the perspective of Pakistan. Our contribution in this area highlights that
weak institutions create person / individual centric rather than system centric
process, policies and procedures that are prone to adhoc decisions and practices.
Also, the individual centric systems are not sustainable in the long-term as they
depend on the status, profile and strengths of individuals and may lose their position,
role, efficiency and effectiveness with the separation of individuals from the
organisation.
The HR function in the domestic case-study banks depicted this
situation. Additionally, when systems start to develop (like the HR function in this
research), the new roles required of them become a challenge, especially if the skillset of employees has not been upgraded on a consistent basis. Also, the internal
shifts in power of the different stakeholders in such organisations start to impede the
pace of development, as was evident in the mindset of line managers in the casestudy banks who found it difficult to marginalise their own role and to accept the HR
function in a different role / capacity.
Further, the phenomenon of reverse
devolution is also evident in such organisations because traditionally the line

managers have dominated the decision making related to the activities of the HR
function and thus find it difficult to devolve the power of decision making back to
the HR managers.
Moreover, the organisations in a state of development tend to look towards more

established organisations and benchmark their practices and systems. Consequently,
there are instances where systems, processes and procedures are adopted in part
which result in hybrid systems and a transition phase that is confronted with
ambiguities, conflicts and complexity. This was evident in the domestic case-study
312
banks that underwent transformation both structurally and operationally as a result of

the reforms and the introduction of the policies of deregulation and privatisation.
The reforms included the introduction of, or upgrade of the HR function in the casestudy banks. Apart from the influence of the socio-economic policies of a particular
country, a change in the growth pattern of various sectors like the services or
manufacturing sector can also influence the pattern of work, composition of
workforce and the skill-set required to perform the job. Our study highlights that the
growth in the service sector increased competition which lead to the introduction of
new products and services. This created the need for hiring employees with a
different skill-set from that available in the internal labour market which placed
pressure on the HR function to revamp the HR practices and more significantly their
implementation. Hence, the focus on improving service delivery and producing
creative ideas to achieve operational excellence in service delivery so line managers
can achieve their business goals / objectives.
Within the confines of HRM, we add based on our research the idea that when the
HR function is developing in an organisation, there are greater opportunities in the
domestic rather than foreign organisations to perform in a strategic role, although
this is a difficult task. This is because our research highlights that the HR function in
the foreign case-study banks was restricted as many HR policies and systems were
cascaded down from the global HR function.
However, as stated, despite the
innumerable opportunities for developing a strategic role, there are obstacles like
legacy issues, historically low profile of the HR function and the out dated skill-set
of HR employees which impede the efforts towards achieving a strategic role
orientation.
The methodological implications of this research broadly relate to the framework we

identify in chapter 2 and the contested definition of the various phenomenon
investigated in this research. While extant literature predominantly investigates one
or few indicators of the evidence of a strategic HR role such as the presence of the
HR function in the boardroom or the profile of the CEO and their personal attributes,
our research integrates a broader set of indicators. This approach towards research
design provides a more holistic and integrated understanding of the relationship
between the different indicators and how they collectively define the role of the HR
313
function.
Further, we also integrate in our research the influencing factors of
devolution, HR structure and HR skill-set which has sparingly been done in extant
research. Our contention for adopting this approach (integrating indicators and
influencers of a strategic role) emanates from the fact that evidence of a strategic HR
role or the influence of particular HR elements (HR structure for example) on the
strategic role do not provide a holistic view. For example, if the indicators are
studied in isolation, they may provide answers to the questions of what role is being
performed by the HR function, or the presence of a particular role (strategic).
However, the indicators cannot reveal why and how particular HR roles emerged or
did not emerge.
Hence, in our view, a broader framework is more appropriate to
study the state of the HR function and the role it performs.
Additionally, the strategic role of the HR function as reported in our research is a

contested phenomenon. Not only is the concept / definition of different terms/
phenomenon ambiguous, but the terms are also employed interchangeably and thus
lack definitional clarity to some extent. Devolution, evidence of a strategic HR role
and HR business partners are some examples of this. Our research described these
notions distinctly to some extent, by defining and grounding the scope and scale of
the phenomenon into clear dimensions. Also the human resource management
literature distinguishes between the strategic and operational role of the HR function
and the nature of this distinction whether a dichotomy or continuum is still
contested. Our results suggest conceptualisation of this phenomenon on a spectrum
rather than a dichotomy where the HR function involves itself in both roles.
However, this can be made possible through future studies which adopt a more rigid
format such as a closed-ended questionnaire which limits the options for the
participants to respond within and thus increases the potential of converging on a
few but more widely accepted definitions.
Related to implications for future studies, we highlight the limitations within our
research which provide avenues for future research. While the sample of eight casestudy banks enhanced the generalizability of the findings of this study, at least in one
sector, it restricted a deeper analysis of relationships at the micro-level which can
influence the role orientation of the HR function. Our findings highlighted the
divergence in the views of HR and line managers and the underlying conflicts and
314
tensions between these key stakeholders which have previously been studied in
research, in the context of the role-set theory and negotiated evolution theory. It is
suggested that future studies can focus specifically on a more holistic rather than
embedded case approach to identify the complex nature and entangled relationships
between the multiple stakeholders in an organisation to respond to some interesting
questions such as: How and why can the perceptions of line managers affect the
image of the HR function in an organisation and the resultant influence it can wield
in an organisation? How can the differences in the powers, image and resources of
different stakeholders in an organisation influence the role orientation of the HR
function? How can the dominance of one stakeholder / group over another in an
organisation affect the level of influence and discretion each has in the strategic
decisions of the organisation?
A cross comparative case analysis technique was used to report the current state of
the HR function across the eight case-study banks in our research but this choice did
not enable us to study the patterns of change. Hence, it is suggested that future
studies in the context of changes in the HR function in Pakistan or other Asian
countries where such research is limited, needs to employ a longitudinal research
design. The longitudinal research approach is employed by researchers in the West
to study the change in the strategic role of the HR function, to describe patterns of
change and to establish the direction and magnitude of the change. Such research
can provide answers to critical questions which may include the following: What
different stages of evolution had the HR function undergone before achieving its
current state and orientation? Which stage of evolution has been the most critical in
shaping the current stage that the HR function is in? Which drivers are common
between the different evolution stages and why? Which drivers were unique and
particularly related to a specific evolutionary stage? If such a design is employed in
the integrated study of the strategic role of the HR function and the impact of
influencing factors on this role, historical trends in the relationship can become more
evident.
Additionally, the case-study organisations all related to one sector in Pakistan

(banking). The selection of this sector can be justified on the basis of wide reforms
(organisational and managerial) in the sector due to privatization and deregulation
315
which resulted in changes in the state of the HR function across the banks, regardless
of their size, ownership and market coverage. However, this single sector study
restricts the application / implications of the findings made herein as they cannot be
extended across other sectors. Hence, future research can consider a cross sector
sample to examine whether these findings can be extended to other organisations
operating in different sectors across Pakistan. It can address questions such as:
Which are the key regulators and professional bodies in the different sectors and how
do they influence the role of the HR function? Is there a direct sector level influence
on the role adopted by the HR function or does it act as a mediating variable only?
Which other organisational and environmental factors mediate the relationship
between the sector related variables and the role adopted by the HR function?
Further, our research identified one bank (GLOBAL BANK), as an exception in

most thematic areas analysed possibly because it was structured very differently
from the other case-study banks. However, the sample size (eight case-study banks)
restricted a very detailed and deep investigation into the reasons for this exception.
Future studies can adopt a single case design approach to enhance the ability of the
researcher to probe deeper and investigate even the most minor aspects that may be
underlining the unique phenomenon occurring in this bank. It can address questions
such as: Which factors are resulting in a willing devolution of HR responsibilities to
line managers by the former: How are the features in the structure of the HR function
facilitating this devolution? Which other factors embedded in the role orientation of
the HR function may be facilitating a relatively better strategic orientation of the HR
role in the organisation?
Finally, it can be stated that this research was scoped in a certain theoretical and
methodological framework but that altering these lines of investigation, future
research can contribute more towards the development of prescriptive models that
can provide further guidance to practitioners working in the corporate sector of
Pakistan. More specifically, our research provides guidance to practitioners in the
areas of structuring the HR function to attain a strategic role, developing
mechanisms which can bridge the perceptual divide between HR and line managers
and identifying the obstacles which can impede the adoption of a strategic role by the
HR function. Also, our research can aid academics in extending the debates on
316
HRM and the role of the HR function in the context of Pakistan which is currently
under-researched in literature.
8.7. Conclusion
The strategic role (or otherwise) performed by the HR function forms the foundation
of our research which attempted to explore the presence of a strategic role and the
influence of contingent factors such as devolution, the HR structure and the skill-set
of HR employees, on shaping the role adopted by the function. This research was an
effort to cultivate a methodical, structured and coherent understanding of the
strategic role of the HR function and the influencing factors which tend to facilitate
or impede the development and dispensation of this role.
Hence, our study
addressed the question of the nature of the role played by the HR function in the
case-study banks examined in Pakistan and whether the role being performed could
be termed as strategic.
Firstly, broadly stated, our study was unable to establish with much certainty, the
significant presence of a strategic role of the HR function as opposed to its
traditional operational / administrative role, in the case-study banks examined in
Pakistan. However, there was evidence of an intended shift towards adopting a
strategic role. This signifies that despite the intent and aspiration of the HR function
to perform a more strategic role and the accompanied changes in its structure, extent
of devolution and skill-set of HR employees, it is yet some distance away from
significantly contributing in the strategic realm. Secondly, our analysis indicated a
low level of devolution of HR activities to line managers; resultantly, the HR
function was unable to increase its strategic role. Thus, devolution did not influence
the role of the HR function in a manner which could enhance its strategic
contribution. Thirdly, we found that the structural changes in the HR function which
were outwardly made with the intent to enhance the strategic role of the HR
function, did not result in considerable, meaningful outcomes. Fourthly, the skill-set
of the HR employees appeared to be inadequate in terms of the business acumen and
strategic outlook which impeded the strategic contribution by the HR employees.
The detailed conclusions based on our findings highlight the presence of a contested
definition (from the perspective of HR and line managers) of the strategic role of the
317
HR function and a lack of clarity on what constitutes and provides evidence of the
presence of a strategic role. We employed distinct dimensions to evaluate the nature
and degree of presence of a strategic role and uncovered distinct features that led to
the lack of strategic orientation of the HR function in the case of the case-study
banks examined. Although the HR Head had a direct reporting channel with the
senior managers, it was not represented on the board of directors in any case-study
bank. The HR representation in management committees and the upper tier of
decision making was mostly a token presence that was generally devoid of much
strategic input. An institutionalised HR function was found to develop a better
strategic relationship with line managers and was facilitated by organisational
contingencies to attain a larger, strategic role in the organisation. Conversely, in the
absence of a strong, institutionalised HR function, the disposition, personality and
profile of the HR head became more significant and where the HR Head embodied
the HR function, he derived his influence from his business knowledge and past
corporate experience.
Further, we conclude that The HR function in the case-study banks primarily

exhibited a reactive, short-term and transactional focus in its interventions and the
dispensation of its activities.
Also, the involvement and participation of the HR
function in the organisational / departmental strategy formulation process was found

to be weak. Other than the more obvious indicators examined, the underlying and
embedded factors such as the generally, early development stage of the HR function,
the deeply ingrained legacy of a personnel style of management and the mindset of
line managers created impediments for the HR function to assume a strategic role.
The senior managers were largely less willing to provide discretion to the HR
function in the dispensation of HR activities and line managers appeared less
convinced on the extent of the strategic value the HR function could potentially add
to the organisation. Additionally, the HR function itself displayed a weak will and
low resolve to assert its point of view at the strategic level, in especially two
domestic banks (VINTAGE BANK and TRADITIONAL BANK), due to the
embedded factors highlighted above.
In addition to the role of the HR function, three main discursive themes emerged
from our study, one of which was the effort made by the HR function to devolve HR
318
activities to line managers. The other two include the effort to re-configure the
structure of the HR function and an assessment of the skill-set of HR employees.
However, these efforts largely fell short of enabling the HR function to develop a
strategic role and to involve itself in the strategic decision making processes of the
case-study banks, to any significant extent. The intended strategic impact of these
influencing factors was mitigated because of the following reasons. Firstly, related to
devolution, the study revealed that the contested comprehension of devolution and
the contrasting perception of both stakeholders on what devolution entailed
exacerbated the tensions in their relationship. In two domestic case-study banks
reverse devolution appeared to have occurred because line managers had
traditionally dominated the decision making in the HR domain, as well.
Further,
certain key challenges impeded the devolution of HR practices to line managers.

These included the disdain of line managers for HR work, the conflicting priorities
(focus on business goals), their lack of people management skills and the concern
related to restrictive HR policies.
Secondly, we found that the structural changes in the HR function which were
intended to facilitate the adoption of a strategic role by the function were largely
unable to introduce and strengthen this role in the case-study banks. This is because
no significant strategic input or involvement of the specialist cluster Heads,
Relationship Managers and the Corporate HR team was evident in the activities
performed by the HR function. A plausible reason for this was that the underlying
drivers for change in the structure such as, achieving consistency, control,
standardisation, cost effectiveness and operational excellence diverted most of the
resources and time of the HR personnel in this direction. Hence, the focus shifted
from achieving the long-term strategic role to performing the operational role with
greater effectiveness. This was a consequence of the early development phase of the
HR function in the domestic banks at least, where the HR function had yet to build
its credibility in the operational arena as well.
Further, the presence of few specialists / experts in the HR function resulted in the
adoption of mechanisms such as clustering and segmentation to fill this void. Hence,
specialists were assigned administrative activities (which consumed most of their
time), in parallel with their specialist responsibilities which impeded their efforts to
319
develop specialist centres. Consequently, line managers continued to rely on the

input of specialists in the Corporate HR team for issues in service delivery; this
curtailed the time available to them for planning strategic initiatives and participating
in strategy formulation processes. As a result, both the Corporate HR team and the
specialists were generally unable to enhance their strategic input and the profile of
the HR function as a strategic partner in the case-study banks. GLOBAL BANK
was an exception where the function was clearly structured into three distinct
segments with the responsibilities for providing specialist input (centre of expertise),
operational support (shared services centre) and strategic input (business partners).
In four other banks (VINTAGE BANK, CLASSIC BANK, TRADITIONAL BANK
and MODERN BANK), positions of Relationship Managers were created with the
intent to involve the HR function with strategic matters tied to the business units and
regions with whom they were associated but this intent at enhancing the strategic
role of the HR function was also largely impeded. This was due to the lack of
strategic orientation, business acumen and skills of the HR employees placed in
these positions.
Also, the demand of line managers for operational excellence
limited their strategic role and virtually reduced their mandate to that of providing
operational efficiency.
In conclusion, based on our research, we can suggest that unless senior management
provides support to the HR function, line management accepts the HR function in a
strategic role and the HR function asserts its resolve, the intent of the HR function to
become strategic may not achieve success. Further, it is also important that the HR
practices are devolved to the line managers to create time for the HR function to
undertake strategic initiatives, the HR structure is configured to truly facilitate the
adoption of a strategic role and the HR employees are equipped with the requisite
skill-set. In the absence of these initiative, at best, a shift in the HR function towards
developing a strategic role may be evident, as in our case-study banks, but the
dispensation of a significant strategic role may not be realised.
Hence, this thesis contributes to the academic as well as practitioner perspective.

From the academic perspective, this research contributes to the longstanding and
contested phenomenon of the strategic role of the HR function by creating a better
understanding of this highly complex phenomenon, in the context of Pakistan and
320
more specifically the eight case-study banks. Our research not only contributes by
substantiating the findings of the Anglo-Saxon literature in the setting of Pakistan,
but it also highlights the significance of integrating multiple indicators and
influencers in order to develop a deeper understanding of the how and why, in
studies of the HR function. This can generate further debates in international HRM
literature as well as the research on HRM in Pakistan which is currently quite
insignificant.
From the practitioners perspective, this research provides value for HR and line
managers in the corporate sector of Pakistan which has yet to draw benefits from
academic research.
A key finding highlighted in our research is the intent /
aspiration of the HR practitioners in the case-study banks in Pakistan to acquire a

more strategic role albeit with limited success. This thesis can enhance the
understanding of practitioners (HR Managers, line managers and senior managers)
related to the nuanced complexities and intricacies of devolution, the HR structure
and the HR skill-set, along with the factors which impede their influence to develop
a strategic HR role. This research can also benefit the organisations operating in
Pakistan, where the HR function is still in the early phase of its development.
321
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Appendix A
INFORMATION SHEET
TITLE: The strategic role of the HR function in the banking sector of Pakistan:
Analysis of evidence and influencing factors
RESEARCHER NAME: Naukhez Sarwar
SCOPE OF RESEARCH: This research endevours to investigate the role the HR
function is performing in the banking industry of Pakistan. Our objective is to
highlight and identify the extent of the strategic orientation of the HR function
through an examination the HR-line relationship, the structure of the HR function
and the skill-set of HR employees because literature indicates the latters influence
on the role of the function. We study these factors in conjunction with the role of
the HR function due to their apparent connection which makes it important to study
the combined influence of these factors on the orientation of the HR function. The
intent of this study is to broaden the basic understanding of SHRM to a multifaceted
level representative of its complexity.
RESEARCH OBJECTIVES:
1. What is the current state of the HR function in the banking sector of Pakistan
and to what extent, if at all, is it performing what can be termed a strategic
role?
2. How has the devolution of particular HR responsibilities to line managers
influenced the HR functions intent to attain a strategic role orientation?
3. How have the characteristics of HR structure and HR skill-set influenced the
strategic role orientation of the HR function?
OTHER INFORMATION:
Participants in the research will be required to take part in an interview and the
confidentiality of the content of the interview and the anonymity of the participants
will be ensured. Caution will be exercised during the course of the research not to
subject the participants to any discomfort, pain or risk. Further, the participant is not
obliged to take part in the research and can withdraw at anytime during the course of
the study.
355
Appendix B
Faculty of Humanities
Consent Form for Participants Taking Part in Student Research Projects
Title of Project: The strategic role of the HR function in the banking sector of
Pakistan: Analysis of evidence and influencing factors
Name of Researcher: Naukhez Sarwar
School: MANCHESTER BUSINESS SCHOOL
Participant (volunteer)
Please read this and if you are happy to proceed, sign below.
The researcher has given me my own copy of the information sheet which I have
read and understood. The information sheet explains the nature of the research and
what I would be asked to do as a participant. I understand that the research is for a
student project and that the confidentiality of the information I provide will be
safeguarded unless subject to any legal requirements. She has discussed the contents
of the information sheet with me and given me the opportunity to ask questions
about it.
I agree to take part as a participant in this research and I understand that I am free to
withdraw at any time without giving any reason and without detriment to myself.
Signed:...
Date:.
Family Name BLOCK LETTERS:

Other Name(s) BLOCK LETTERS:.....
Researcher
I, the researcher, confirm that I have discussed with the participant the contents of
the information sheet.
Signed:...
Date:.
356
Appendix C-I
Questionnaire for HR Managers
1.
How many people are employed in your HR function (please include all whose
job is in HR, regardless of reporting lines)?
2.
How can you best describe your job in broad terms?

Prompt for: Board member, HR manager, Business partner, HR specialist,
Shared Service etc.
3.
Compared with five years ago, has your HR function grown, stayed the same
or reduced?
4.
Reference to the previous question, please share examples of exactly which

level you feel the change has occurred in and why?
5.
Has your HR function changed its structure over the last five years? If so how?
Prompt for: Have you added generalists? Specialists? Is there a corporate HR
team? Shared Services etc?
6.
Which drivers primarily resulted in the changes? Were they related to your
concerns, line managers concerns or senior managements concerns?
7.
Reference to the previous question, can you please specify what these concerns
were in detail and why they were considered significant enough to compel the
changes?
Prompt for: cost reduction? Improvement in service standards? Repositioning
HR? increased business focus etc.
8.
Reference to the previous two questions, can you prioritize these drivers in
order of their significance?
9.
Overall, what, if any, have been the main challenges of restructuring of the HR
function?
Prompt for: Defining roles, resistance to change, inadequate technology,
objections from line managers etc.
357
10.
Have you introduced centralized provision of administrative services (Shared

services)? If yes how and if no why? Which are the obstacles which impeded
this initiative?
11.
If you have introduced centralized provision of administrative services, what

benefits have you seen and how?
12.
If you have introduced shared services, what problems have you faced and to
what extent?
13.
Have you introduced HR business partners?

Prompt for: Are there any other structural changes which may be similar to the
positions of a business partner?
14.
What, if any, benefits have you seen in introducing business partners? Explain
in detail how they relate to changes in the orientation of the HR function role?
15.
What, if any, problems have you had with the business partner role? Explain
how they may have impeded the aspiration to become more strategic?
16.
Have you introduced centre for specialist services? Why? Why not?
17.
Which HR practices have you placed in the specialist teams and why? If you
have not opted for specialization, please explain why?
18.
What, if any, benefits have you seen from introducing centres of expertise and
specialist teams? Please give examples to clarify.
19.
What, if any, problems have you had from introducing the specialist teams?
HRS ROLE AND ACTIVITIES

20.
What would you say is the primary role of HR in your organization? How do
you define a strategic HR role orientation and what do you think entails this
role?
21.
What are the main objectives of your HR function? Please elaborate and
prioritize your responses.
358
22.
Please indicate how important you think each of the following is likely to be as
driver of change in people management policies and practice in your
organization in the next three years.
(The researcher kept marking the
responses in the appropriate columns).

Very
Important
Important
Not Important
Business strategy/goals
Employee needs
Changes in products or services
Cost pressures
Benchmarking against good HR practice
Culture/Values of the organization
Views of senior management
Line managers
Employment regulation/government policies
Internal customer pressure
HR strategy
Globalization / competitive pressure
23.
Which activities do you specifically perform and which three are most
important in your view for the organization?
359
Prompt for: Business strategy, implementing HR policies, developing HR

strategy and policy, providing specialist HR input to wider business issues,
providing support for line managers etc.
24.
Is the HR function represented in the board of directors and management

committees? Why? Why not? How do you think it has influenced its role
orientation?
25. Do you think the personality of the HR Head has any influence in the direction
of its role orientation? If yes, how does it influence the strategic role of the
function?
26.
Does the HR department participate in strategy formulation forums? Who

participates and how often? Do you feel this participation is meaningful and to
what extent?
27.
Do you feel the HR function is proactive or reactive in nature? Why or why

not? Please elaborate with examples.
28. Is the focus of the initiatives more long-term or short-term? Justify your
response with examples.
29. Do you feel the HR functions focus is on transactional or transformational
activities? Please justify your response with examples.
30.
Please indicate how responsibility is allocated between the HR function and the
line in terms of how decisions are taken in the following areas. (The research
kept marking the relevant columns).
Mostly
line
Shared
Shared
with lead
role
of
line

Pay and benefits
360
Shared with Mostly HR

lead role of
HR
Employee relations
Training and development
Performance Management system
31.
Did you find any intention on the part of line managers to take more
responsibility for people management issues than that stated in the previous
question? Why or why not?
32.
What do you feel has impeded the devolution of HR activities? Which line
issues can you highlight that are creating these issues? Which issues of senior
management do you feel have created hurdles and why?
33.
Are there any issues emanating from the function itself or its staff creating
problems? Which are these issues and what problems are they creating?
HR SKILL-SET
34.
Please indicate which three of the following list of competencies/capabilities

you believe are (1) most important to establishing the functions effectiveness
and credibility in the organization, and (2) its biggest challenge in terms of
acquiring or developing these skills:
(1)
Important
Influencing /Political skills
Understanding of HR practices
Empathy/communication/listening skills
361
Most (2)
Biggest
Challenge
Leadership ability
Strategic thinking
Business knowledge
Negotiating skills
35.
What means are you adopting to narrow these skill gaps?
36.
How have the changes to the way HR is organized influenced careers within
HR? Please elaborate.
Source: Adapted from CIPD (2007), The Changing HR Function: Transforming HR.
362
Appendix C-II
Questionnaire for Line Managers
1.
How can you best describe your job in broad terms?
2.
Compared with five years ago, has your bank grown, stayed the same or
reduced? Please elaborate.
3.
Reference to the previous question, please share examples of the changes in the
bank and the reason for the changes
Prompt for: size, ownership, strategy, structure, Products.
4.
Has your HR function changed its structure over the last five years? If so how?
Prompt for: Have you added generalists? Specialists? Is there a corporate HR
team? Shared Services etc?
5.
Which drivers primarily resulted in the changes? Were they related to your
concerns, HR managers concerns or senior managements concerns?
6.
Reference to the previous question, can you please specify what these concerns
were in detail and why they were considered significant enough to compel the
changes?
Prompt for: cost reduction? Improvement in service standards? Repositioning
HR? increased business focus etc.
7.
Reference to the previous two questions, can you prioritize these drivers in
order of their significance?
8.
Have you introduced centralized provision of administrative services (Shared

services)? If yes how and if no why? Which are the obstacles which impeded
this initiative?
9.
If you have introduced centralized provision of administrative services, what

benefits have you seen and how?
10.
If you have introduced shared services, what problems have you faced and to
what extent?
363
11.
Have you introduced HR business partners?

Prompt for: Are there any other structural changes which may be similar to the
positions of a business partner?
12.
What, if any, benefits have you seen in introducing business partners? Explain
in detail how they relate to changes in the orientation of the HR function role?
13.
What, if any, problems have you had with the business partner role? Explain
how they may have impeded the aspiration to become more strategic?
14.
Have you introduced centre for specialist services? Why? Why not?
15.
What, if any, benefits have you seen from introducing centres of expertise and
specialist teams? Please give examples to clarify.
16. What, if any, problems have you had from introducing the specialist teams?
HRS ROLE AND ACTIVITIES
17.
What would you say is the primary role of HR in your organization? How do
you define a strategic HR role orientation and what do you think entails this
role?
18.
What are the main objectives of the HR function?
Please elaborate and
prioritize your responses.

19.
Please indicate how important you think each of the following is likely to be as
driver of change in people management policies and practice in your
organization in the next three years.
(The researcher kept marking the
responses in the appropriate columns).

Very
Important
Business strategy/goals
Employee needs
364
Important
Not Important
Changes in products or services

Cost pressures
Benchmarking against good HR practice
Culture/Values of the organization
Views of senior management
Line managers
Employment regulation/government policies
Internal customer pressure
HR strategy
Globalization / competitive pressure
20.
Is the HR function represented in the board of directors and management

committees? Why? Why not? How do you think it has influenced its role
orientation?
21. Do you think the personality of the HR Head has any influence in the direction
of its role orientation? If yes, how does it influence the strategic role of the
function?
22.
Does the HR department participate in strategy formulation forums? Who

participates and how often? Do you feel this participation is meaningful and to
what extent?
23.
Do you feel the HR function is proactive or reactive in nature? Why or why

not? Please elaborate with examples.
365
24. Is the focus of the initiatives more long-term or short-term? Justify your
response with examples.
25. Do you feel the HR functions focus is on transactional or transformational
activities? Please justify your response with examples.
26.
Please indicate how responsibility is allocated between the HR function and the
line in terms of how decisions are taken in the following areas. (The research
kept marking the relevant columns).
Mostly
line
Shared
Shared
with lead
role
of
line
Shared with Mostly HR

lead role of
HR

Pay and benefits
Employee relations
Training and development
Performance Management system
27.
Did you feel any hesitance on the part of HR Managers to devolve HR

activities to line? If yes, Why?
28.
Are there any issues emanating from the HR managers in this regard? Are there
any concerns of line managers which have impeded efforts of devolution?
HR SKILL-SET
29.
Please indicate which three of the following list of competencies/capabilities

you believe are (1) most important to establishing the functions effectiveness
and credibility in the organization, and (2) its biggest challenge in terms of
acquiring or developing these skills:
366
(1)
Most (2)
Biggest
Important
Challenge
Influencing /Political skills
Understanding of HR practices
Empathy/communication/listening skills
Leadership ability
Strategic thinking
Business knowledge
Negotiating skills
30.
What means is the management/HR function adopting to narrow these skill

gaps?
31.
How have the changes to the way HR is organized influenced careers within
HR? Please elaborate.
Source: Adapted from CIPD (2007), The Changing HR Function: Transforming HR.
367
Appendix D
VINTAGE Bank
Human Resource Department
CEO & President
Head Retail Consumer

Banking
GM HR Strategic
Planning, Resourcing,
Comp. & Ben., RM HR
Retail & Consumer
Head International
Banking
Head HR
GM HR
Operations &
Employee
Relations
GM Industrial
Relations &
Disciplinary
Action
SM RM HR
Corporate Banking
GM RM HR
(North)
SM Relationship
Management (Central),
HR Strategies
SM RM HR
Corporate
Banking
368
RM HR
International
Banking
Appendix E
CLASSIC Bank
CEO & President
Head HR
Division Head
Compensation &
Training (South)
Compensation
Manager
Department Head
Training
Department Head
HR
Administration
Department Head HR
Strategy Planning
Executive
Secretary
Divisional Head
HR Financial
Services
Manager HR
Associate
Strategy
Manager
Disciplinary
Action
Manager HR
Associate Admin
HR Project &
Policies
Department Head
Employee Relations
Manager
Industrial
Divisional Head
OD & Recruitment
Manager HR
Policies, Development
&Procedure
Senior Manager
Relationship
HR Relationship
Manager
HR Relationship
Associate
Manager HR
Marketing,
Branding &
Manager HR
Manpower,
Planning an
Budgeting
369
TRADITIONAL Bank
Appendix F
CEO & President
Head HR
Secretary
Head HR ABC
Group
HR Officer ABC
Group
Incharge Staff
Compensation
and Services
Inchange HR
Operations
HR Officer Payroll
HR Officer (Record
Room)
HR Officer
Hospitalization
HR Officer
(Documentation)
HR Officer (SHBF)
HR Officer
Verification
Incharge
Recruitment &
Selection
HR Officer
Recruitment
Incharge Strategic
Planning & OD
Manager
Performance
Management
Manager Strategic
Planning & OD
Incharge Training
& Development
Incharge Training
Academy
Trainer
Coordinator
HR Officer
Confirmation
Incharge Post
Recruitment
Incharge MIS
Officer Post
Recruitment
OD Specialist
Performance
Management
Specialist
370
MODERN Bank
Appendix G
CEO
General Manager HR
& Quality Assurance
Assistant to GM HR
& QA
GM HR, North
AGM
Compensation/
Special Project
Sr. Mgr. HR
Services
AGM HR Ops
Sr. Mgr. HR Rel. Mgmt
Mgr Recruitment/
Emp Communications
GM HR, South
Officer HR Rel. Mgmt
Officer Batch
Recruitment
AGM Benefits
Officer HR Rel. Mgmt
Officer Employee
Communications
HR Ops (south)
Coord Central Area III

Sr. Mgr. Ops
Manager
Personnel
Mgr Disciplinary
Action
Coordinator Central
Area IV
RM Central Area V
ARM Central Area VI
Recruitment Testing
Officer
RM Islamic Banking
Officer Special
Projects
Mgr. PF/Gratuity/
Income Tax
RM Head Office
Portal Support/HR
Coordinator
Mgr Recruitment
(South)
Manager MIS
(South)
RM North I Area III

RM Central Area I
ARM North I Area I-II
RM North II
RM Central Area II
371
Manager
Performance
Mgmt.
Manager
Disciplinary Action
GLOBAL Bank
Human Resources Department
Appendix H
CEO
HR Regional Head
MENA
Head HR
Coordinator
Head of HR CB
(Business Partner)
Head of HR GTO &

Risk
(Business Partner)
Head of HR WB
& Support
(Business Partner)
Head of Employee
Relations
Head of Resourcing &

Reward
(Centre of Expertise)
RM - CE
RM RISK
RM Support
Recruitment
Mgr-CB
RM - Assets
RM GTO
RM - WB
Manager
Reward
Head of HR
Service & Delivery
(Shared Services)
Mgr Emp. Relations
Head of Learning &

Talent Development
(Centre of Expertise)
Manager
Induction
Manager L&TD
Manager
Benefits
Manager L&TD
Funds Officer
Keys:
RM - North
CB Consumer Banking
RM - Central
Manager L&TD
Manager
People Soft
Manager L&TD
GTO Global Technology & Operations
WB Whole Sale Banking

MENA Middle East and North Africa
Recruitment
Officer
Manager
Payroll
Asst Manager HR
372
Payroll & Final

Settlement Officer
Payroll Officer
WESTERN Bank
Appendix I
CEO
Head HR
Learning &
Development
Manager
Head of Reward & HR Ops
HR Business Partner
HR Officer
Administration
Manager
Recruitment &
Selection
Manager Rewards,
Compensation &
Benefits
Manager Performance
Management
373
HR Business Partner
HR Governance
Manager
ANGLO Bank
Appendix J
CEO
Head HR
Manager, Talent and

Organizational
Development
Recruitment and
Officer
Reward and HR Ops

Manager
Employee Relations
Manager
Compensation &
Benefits Officer
Engagement &
Resourcing Officer
HR Administration
Officer
Employee Relations
Officer
374
Group HR Systems
Manager
Learning and
Development Manager
TRANSCO Bank
Appendix K
CEO
Head HR
Recruitment & Talent Head
Compensation & Benefits Manager
Benefits Officer
Officer
HR Compliance
Compensation Officer
Employee Relations Officer

Payroll Officer
HR Administration Officer
375
Training Head
Training Officer
Appendix L
President & Chief Executive
Bank FS3
Subject: Request for conducting PhD research

Dear Sir,
I am a faculty member and have been serving at the Business School of the National
University of Sciences & Technology (NUST) for the past ten years. I am currently
enrolled in the PhD programme at the Manchester Business School (MBS),
University of Manchester U.K.
I have successfully completed my coursework and am now in the fieldwork stage. I
will be returning to serve at the university for a period of 05 years after completion
of my studies. I have chosen the banking sector of Pakistan for conducting my
research because I feel it will benefit the university and my students. Also, the
knowledge which I hope to gain of the Pakistani organizations is most relevant in
this regard. The approved topic of my research is The evolution of the HR function
role in the banking industry of Pakistan and my supervisor is Prof. Damian
Grimshaw who is a widely published researcher in the field. Further, I assure you of
complete anonymity and confidentiality of the data obtained from your organization.
In view of the above, I request that you may kindly grant me approval to conduct
research in your bank and assure you again of full confidentiality of data and
information relating to your bank.
I look forward to developing a healthy
relationship with your organization.

Sincerely Yours
NaukhezSarwar
PhD Candidate MBS
-- Dec 2008
376

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The strategic role of the HR function in the banking sector of

Pakistan: Analysis of evidence and influencing factors

A thesis submitted to the University of Manchester for the degree of

MANCHESTER BUSINESS SCHOOL / PMO DIVISION

1.1. Objectives and rationale for the study

1.2. Organisation of the thesis

Chapter 2: Literature review

2.1. Evolution of the HR function

2.1.1. Models and theoretical perspectives on HRM

2.2. Role of the HR function: typologies reviewed

2.2.1. Ambiguities, conflicts and tensions in the HR roles

2.2.2. Indicators and evidence of a strategic role of the HR function

2.2.2.1. Membership on the board of directors and management committees

2.2.2.2. Profile of the HR Head and support of the CEO

2.2.2.3. Nature of HR interventions

2.2.2.4. Alignment with organisational strategy and participation in strategy

2.3. Devolution and the strategic HR role

2.3.1. Devolution: A means for the strategic HR role

2.3.2. Devolution: Implications and issues for the HR-line relationship

2.3.3. The Distribution of HR Practices: Advantages and dis-advantages

2.4. Structure of the HR function

2.5. The skill-set of HR personnel

2.6. HRM in Pakistan, Asia and other developing countries

Chapter 3: Context of the Study: The banking sector in Pakistan

3.1. Country business profile

3.2. Labour Market Conditions

3.3. The national and corporate culture as an indicator of the socio-cultural

3.4 The Banking Sector of Pakistan

3.6. Charter of Privatization in the banking sector

3.6.1 Effect of Privatization on the human resource management

Chapter 4: Research methods

4.1. Rationale for study and research questions

4.2. Research design strategy

4.3. Philosophical grounding of the research

4.4. Research approach: The case study method

4.5. Data Collection: The interview technique

4.5.1. Secondary data

4.6. Measures of qualitative research

4.7. Ethical concerns and limitations of the study

4.8. Data analysis

4.9. Description of the case-study banks

Chapter 5: The role of the HR Function

5.1.1. Hierarchal position of the HR Head and representation on the Board of

5.1.2 Profile of the HR Head and embedded institutional mechanisms

5.2 Initiatives undertaken and focus of the HR Function

5.2.1. Long-term / short-term initiatives

5.2.2. Proactive / reactive initiatives

5.2.3. Transformational / transactional activities

5.3. The HR Function and strategy formulation

5.3.1. Participation of the HR Function in the strategy formulation process

5.3.2. Alignment with the organisational strategy

Chapter 6: Devolution of HR practices to line managers: Outcomes

6.1. Distribution of HR practices between HR and line managers

6.1.1. Performance management systems

6.1.2. Training and development

6.1.3. Recruitment and selection

6.1.4. Compensation and benefits

6.1.5. Employee relations

6.2.1.1. Contrasting and conflicting perceptions of the stakeholders

6.2.2. Workload and competing priorities of line managers

6.2.4.1. Challenges identified by line managers in the case-study banks

Chapter 7: Structure and skill-set of the HR function

7.1. Structure of the HR function